2.  Definition  What Does Incivility Look Like?  Pop Quiz  Workplace Implications  Next Steps ◦ Creating A Policy ◦ Case Study ◦ Having A Conversation ◦ Leadership Strategies ◦ Best Practices  Q & A

3.  Low intensity deviant behavior  Ambiguous intent to harm target  Unclear intentionality  Violation of workplace norms for mutual respect & courtesy

4.  Employee says “hello” to coworker-receives no response  Employee a victim of coworker?  Coworker perpetrator of incivility?  Unclear any harm was meant  Perhaps the coworker didn’t hear employee say “hello  Or maybe it’s an intentional slight

5.  Answering calls during meetings  Openly mocking people- pointing out flaws or personality quirks  Reminding subordinates of their “role” & “title”  Taking credit for wins, but pointing finger at others when problems arise

6.  Door slamming  Side conversations  Exclusion  Blatant disregard for people’s time

7.  Complaining  Gossip  Rumors  Crude jokes  Profanity

8.  Directions: On a scale of 1-7 (7 Always & 10 Never) answer the following questions:  1. My manager is disrespectful.  2. People I work with are disrespectful.  3. My colleagues fail to pass along information or resources.  4. My co-workers are uncivil in email.  5. Leadership doesn’t care how we treat one another.  6. Leadership doesn’t care how we treat one another.  7. People I work with put others down.  8. My colleagues don’t listen to one another.  9. The people I work with belittle others verbally or nonverbally.  10. My colleagues take too much credit.  11. People I work with pay little attention or show little interest in others.  12. My co-workers pass the blame when they’ve contributed to a mistake. 13. My colleagues neglect saying please or thank you.

10.  Scope  Physical & Mental Health  Performance  Costs

11.  Rudeness at work-rampant & escalating  98% reported experiencing uncivil behavior  1/2 treated rudely at least weekly

12.  Wasted emotional energy  Persistent vague sense of uneasiness  Depressed, worried, or anxious  Helpless & futile

13.  Increased migraines  Difficulty sleeping  Heart disease  Increased heart rate & blood pressure  Entire work group affected  Sense of injustice & fear

14.  According to a recent survey of more than 4,500 doctors, nurses, & other hospital personnel: ◦ 71% tied disruptive behavior (e.g. abusive, condescending or insulting personal conduct) to medical errors ◦ 27% tied such behavior to patient deaths

15.  Information missed  Efficiency decreases  Innovation suffers  Team spirit deteriorates

16.  Managing incidents is expensive  Just one habitually offensive employee critically positioned in your organization can cost ◦ Lost employees ◦ Lost customers ◦ Lost productivity

17.  According to a study by Accountemps & reported in Fortune: ◦ 1,000 firms spend 13% of their work time- equivalent of seven weeks a year- mending employee relationships & otherwise dealing with aftermath of incivility ◦ Additional costs incurred when consultants or attorneys must be brought in to help settle a situation

18.  48% intentionally decreased their work effort  47% intentionally decreased time spent at work  38% intentionally decreased quality of their work  80% lost work time worrying about the incident  63% lost work time avoiding offender

19.  66% performance declined  78% commitment to organization declined  12% left their job because of uncivil treatment  25% took their frustration out on customers

20.  Customers behave same way  Less likely to patronize your organization- regardless if rudeness is directed at them or other employees  Disrespectful behavior makes people uncomfortable  Witnessing a short negative interaction leads customers to generalize about other employees & organization

22.  State how important civility is to the organization  Use easy ‐ to ‐ understand language, while still maintaining a firm & serious tone  Company policy is basis for legal action

23.  Rodney is a 33 ‐ year ‐ old newly hired plant operations employee  While generally competent in the technical aspects of his job, Rodney has difficulty interacting with his fellow employees- & his behavior changes from day to day  Some of his behaviors include: ◦ Intermittently answering pages from nursing units- depending on who calls ◦ Lateness to meeting & work assignments ◦ Sometimes friendly in interactions & other times downright hostile ◦ Often reluctant to help out- unless the boss is around  Phil – long term employee & co-worker of Rodney resigned from the job last week- he’s done with working in this type of tense environment.

24.  Would you consider Rodney’s behavior uncivil? Explain.  What are effects of the Rodney’s behavior on department morale?  What is impact of the situation on entire organization?  If you were Rodney’s boss what would you do?  In your experience & observation, is Rodney’s case typical in the workplace? Explain?

25.  OPEN: State purpose of discussion  CLARIFY: Clarify any inappropriate language or behavior  DEVELOP: State expectations & appropriate behavior, language standards, & guidelines  AGREE: Confirm commitment & consequences if things don’t change  CLOSE: Thank for cooperation  Seek advice & assistance at any time from your manager, Human Resources, or unions or associations

26.  Manage yourself  Be aware of your actions, how you come across to others  Take time to understand your triggers or “hot buttons”  Focus on others’ needs & consider how your words & actions will impact others before you speak or act  Approach each interaction with respect, regardless of whether you believe other person’s behaviors “earn” or even elicit that respect  Rate yourself (On a scale of 1-10) to measure your success & to identify opportunities for improvement

27.  Model good behavior  In one recent survey:  25% of managers who admitted to bad behavior said they were uncivil because their leaders- their own role models- were rude

28.  Ask for feedback. ◦ Reality check from subordinates ◦ Manager at Hanover Insurance asked his employees what they liked & didn’t like about his leadership style ◦ It really bothered them when he glanced at his phone or responded to e-mail during meetings ◦ He now refrains from those activities ◦ His team appreciates change

29.  Organizational management ◦ Monitoring & adjusting your own behavior is important  Take action across the organization  Become a bridge builder  Create an inclusive work environment  Look for various ways to have diverse work teams & committees as well as in individual associations

30.  Hire for civility ◦ Avoid bringing incivility into the workplace ◦ Southwest Airlines & Four Seasons place high value on civility during applicant interviews ◦ Give your team members a voice in new hires-they may pick up on behavior that would be suppressed in more formal interviews

31.  Teach civility ◦ ¼ of offenders- didn’t recognize their behavior as uncivil ◦ People can learn civility on the job ◦ Role-playing ◦ Video-observe facial expressions, posture, words, & tone of voice ◦ Offer civility classes cross generationally

32.  Create group norms ◦ Discuss team expectations ◦ Produce & take ownership of concrete norms-arriving on time & ignoring e-mail during meetings ◦ Use hand signals

33.  Reward good behavior ◦ Performance Reviews  Individual-not team oriented  Outcome driven- not collegiality

34.  Penalize bad behavior ◦ Identify & correct any troublesome behavior early on ◦ Avoid procrastination ◦ Take complaints seriously & follow up ◦ Rather than confronting offenders, leaders often opt for an easier solution- moving them to a different location ◦ Predictable results- behavior continues in a new setting ◦ Sometimes the best path- termination

35.  Conduct exit interviews ◦ Organizational memory fades quickly ◦ Gather information from & reflect on the experiences & reactions of employees who leave because of incivility ◦ If you ask targets during their exit interviews why they’re leaving- you’ll usually get only vague responses ◦ Interviews conducted six months later can give insights about violations of civility that prompted them to leave

36.  Cisco put together a detailed estimate of what incivility was costing the organization  Factored in its reputation as a consistently great place to work  Assumed an extremely low probability of rudeness among its employee  Looked at only three potential costs  Even in this exemplary workplace, it was estimated that incivility cost $12 million a year  Creation of Cisco’s global workplace civility program

38.  mcgillorourkea@franklinpierce.edu mcgillorourkea@franklinpierce.edu  (603) 899-4192

39.  http://www.nytimes.com/2015/06/21/opinion/sunday/is-your- boss-mean.html http://www.nytimes.com/2015/06/21/opinion/sunday/is-your- boss-mean.html  https://hbr.org/2013/01/the-price-of-incivility https://hbr.org/2013/01/the-price-of-incivility  http://www.businessnewsdaily.com/987-creating-workplace- civility-why-courtesy-is-critical-for-businesses.html http://www.businessnewsdaily.com/987-creating-workplace- civility-why-courtesy-is-critical-for-businesses.html  http://www.ehow.com/info_8240379_importance-civility- workplace.html http://www.ehow.com/info_8240379_importance-civility- workplace.html  http://legacycultures.com/10-actions-you-can-focus-on-to- influence-culture-of-respect-civility-in-your-workplace/ http://legacycultures.com/10-actions-you-can-focus-on-to- influence-culture-of-respect-civility-in-your-workplace/

40.  http://www.hrzone.com/perform/people/what-is-workplace- incivility-why-should-we-care-and-what-should-we-do http://www.hrzone.com/perform/people/what-is-workplace- incivility-why-should-we-care-and-what-should-we-do  http://drjennifernewman.com/2008/05/incivility-at-work/ http://drjennifernewman.com/2008/05/incivility-at-work/  http://csr.cisco.com/pages/our-people http://csr.cisco.com/pages/our-people