CWHP-A Reflections: Unit WWC03

I just saw a LinkedIn post examining how abusers (those that commit harassment, racism, sexism, bullying, etc) thrive in the workplace, and how lack of accountability is a major factor in this. Someone tests the waters by saying an offensive joke for example, and everyone dismisses it or excuses it, thus emboldening that person to continue their harmful behaviour. It made me think of this unit, and how vital accountability is here too (in a different, more passive, but still connected way).

I have experienced a situation where a people leader simply didn’t engage with their direct reports on any issues related to anything that could be considered personal (ie mental health, stress, even career growth) and as a result those direct reports felt unsupported. Encouraging the leader to beef up their soft skills wasn’t successful because they didn’t feel it was a priority (What’s In It For Me?) and upper management brushed it off as just part of his personality and took zero action despite regular one-on-ones being part of the duties of his job description. It’s a semi-niche reference but I’m reminded of a flashback on the Simpsons to Ned Flanders’ rambunctious childhood and his parents saying “We’ve tried nothing and we’re all out of ideas!”

My point being: No accountability. As a result, his team experienced higher than normal churn as well as various other concerns.

Codifying accountability is the first step, but following through is the even more important one, as is ensuring all the tools for success are there including buy-in. With my example above, saying “Do it or else” and even offering additional training wouldn’t necessarily be enough to see a permanent change because they need to fully understand the value of the ask, and the consequences of their actions and inactions. When factoring in personalities (and potential neurodiversities too!) it may take a custom approach and resources, which is where other levels of accountability (like HR, upper management) comes into play.

As for the LinkedIn post I saw, an abuser (or someone who is testing those waters) needs immediate consequences to their behaviour, and if the working relationship is to continue, appropriate resourcing to shift their trajectory (example: sensitivity training). Moreover, it is management and HR’s responsibility to monitor the situation for fundamental change and take further action before theirs becomes an environment where abuse and toxicity thrive.