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Once upon a time, there were three businesses. Each one had a recently hired staff member named Chris. \u00a0 At each company, Chris\u2019 boss gave Chris a list to purchase.\u00a0 The list read: Juice, Milk, Water.\u00a0<\/p>\n\n\n\n
At company number one Chris, eager to make a good impression, raced to the store and was back with the items in less than 20 minutes. When Chris returned, the boss surveyed the bag and let out a disappointed sigh. \u201cYou idiot! Why did you buy grape juice?\u201d As the boss pulled items from the bag, they banged their fist on the table. \u201cAnd a gallon of whole milk? I only need a quart of 2 percent. Distilled water? What were you thinking? Can\u2019t you people even do a simple job?\u201d This was not the first time that Chris had heard complaints about employee performance in an angry or dismissive tone.<\/p>\n\n\n\n
At company number two, Chris was also eager to please. The list seemed a tad vague, but the boss looked busy and Chris wasn\u2019t sure it would be okay to interrupt. Chris decided to wing it and raced to the store. Upon Chris\u2019s return the boss surveyed the bag. \u201cI\u2019m so sorry. My list wasn\u2019t very clear. I should have told you. Fresh squeezed orange juice, a quart of 2 percent milk and regular water. In the future, that\u2019s what I\u2019ll want. Or I\u2019ll give you a list that is more detailed.\u201d Chris was embarrassed, at the mistake, but was glad to be appreciated for the effort. Chris felt that next time would go a lot better.<\/p>\n\n\n\n
At company number three, Chris managed to catch the boss before leaving. \u201cI was looking at this list and I have a few questions. What kind of juice? How much milk? Do you need drinking water, seltzer or distilled?\u201d The boss replied, \u201cThank you so much for asking,\u201d and outlined what they wanted in detail. <\/p>\n\n\n\n
Company number one has a hostile culture. The boss assumed that Chris would know what the list meant. Then the boss was angry when Chris got Chris\u2019s favorite items, not what the boss actually wanted. In a culture like this, Chris would have met the same kind of negative feedback, anger, and belittling when asking a question to clarify the list. The boss is not taking responsibility to make their expectations understood, and then blaming the \u201cbad help\u201d for screwing it up. <\/p>\n\n\n\n
There is a pattern of anger, abusive or belittling comments and lack of respect for the staff. It is the repletion, the pattern of negative behavior, the micro-aggression that build up to make this a hostile culture.<\/p>\n\n\n\n
The boss at company number two fell into the trap of thinking that the employee could read their mind, but realized that had they written a clear list, outlining what they actually needed, Chris would have done a good job. They took responsibility for being unclear and let Chris know what would be expected in the future. Not ideal, but certainly not hostile.<\/p>\n\n\n\n
Company number three has an atmosphere where Chris felt asking for clarification was going to be okay. This willingness to provide clarity and direction is at the foundation of a functional work place culture. It is still possible for hostile elements to creep in, but it is much less likely.<\/p>\n\n\n\n
One of the first steps to avoiding a hostile a culture is to define expectations by communicating clearly and encouraging staff to ask for clarification. <\/p>\n\n\n\n
Worse than the unclear directive, is the boss knows what they don\u2019t want, and often spends a lot of energy focusing on that, which is what ends up being foremost on the minds of employees. Instead of what the company really needs staff to do, they are focusing on what they should not be doing. There is no reward or acknowledgement for doing the right things. Employees are working out of fear of reprisal. Anytime fear is the foundation of behavior, the culture is likely to be hostile and can be toxic. <\/p>\n\n\n\n
Miick founder, Rudy Miick says, \u201cIf we don\u2019t establish what is expected, watch out. When you call me names, or belittle me, that\u2019s hostile. Call me a name once, even if not hostile, trust or respect is lost. But if you consistently keep giving me what we\u2019ll call \u201cambiguous lists\u201d and expect me to guess what you mean, or translate them, and then get angry at me when I bring the wrong stuff, that\u2019s hostile. Period, end of subject. <\/p>\n\n\n\n
Harassment and \u201cHostile\u201d is as simple as this little list. \u201cMicro aggressions\u201d add up. Do you have a hostile work environment by accident? Where you\u2019re headed with harassment or a hostile work environment is a minimum quarter million-dollar lawsuit, likely closer to half a million. You\u2019re done. If you don\u2019t have a war chest, you\u2019re done. You\u2019re out of business.\u201d Pay attention here.<\/p>\n\n\n\n
Next Up: Diversity is an important foundation to a successful workplace culture.<\/p>\n\n\n\n
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