THE DARK SIDE OF POWER: How Authority Changes Good People

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Welcome to the eye-opening exploration of authority’s untold tale. Ever wonder why some bosses, once approachable, turn into unbearable figures?

It’s not just their dedication or seriousness—it’s the unexpected shift in behavior that gets under your skin. Today, we delve into the mysterious paradox of power, revealing how climbing the ladder transforms individuals from good colleagues to difficult authorities. Get ready to uncover the science behind this transformation and explore the psychological impacts that come with authority. In this article, we’ll dissect the traits of ‘Hubris Syndrome,’ the toxic effects of power, and unveil how the climb up the hierarchy rewires behaviors. Dive in to understand the surprising implications and discover strategies to curb the corrosive influence of authority. It’s time to navigate the fine line between leadership and the perils of power.

When Good Colleagues Turn Bad: The Paradox of Power

It’s not about their high standards, seriousness, or dedication to work; it’s their abysmal behavior—being downright mean, dishonest, arrogant, and frequently abusive. What’s paradoxical is that many of these ‘bad’ bosses were once the ‘good guys’—supportive colleagues who readily offered help, guidance, and ideas.

So, what happened to these once-decent people, turning them nearly insufferable now? Science points the finger at power. Yes, climbing the hierarchy and gaining decision-making authority tends to strip away the former decency from even the kindest souls.

Hubris Syndrome: The Toxic Effect of Power

Research conducted over several years by Professor Dacher Keltner and his team at the University of California – Berkeley unveils a striking reality: as individuals ascend the hierarchy and gain access to resources and decision-making, they tend to lose control and judgment, allowing themselves to be carried away, considering themselves special, entitled to disregard rules, and break even the most fundamental principles of common sense.

In 2023, University of Maastricht’s Jean-Paul Selten highlighted that toxic personalities can evolve into a realm characterized by “exaggerated pride, contempt for others, and a distorted sense of reality.” This marks the descent into what’s often termed as “hubris”—a fatal flaw in one’s personality.

This toxic effect of power on those climbing the ladder is the “Hubris syndrome”, a tendency to take extreme risks, refusal to listen or accept advice, pathological ambition, and heightened egocentrism.

You might recognize this term from Greek mythology, where figures like the ill-fated Icarus embodied such traits. It’s not just confined to ancient tales; literature teems with characters like Jay Gatsby, Macbeth, Scarlett O’Hara, and even Disney’s infamous figures such as “Aladdin’s” Jafar or “The Little Mermaid”‘s Ursula, embodying the traits of hubris.

The Temptation of Power: Its Mind-Altering Effects

For those swept away by power, a troubling belief emerges: rules no longer apply to them. “Rules are for others; I have the privilege to break them,” they say, justifying their abuse by claiming the need for results, asserting their genius surpasses the confines of common norms. This sense of exemption from rules often combines with pathological ambition: these individuals would do anything (including illegal acts) for immediate gains, even if it means bending or breaking the rules.

More often than not, those who attain power exhibit a particular and dangerous form of incompetence driven by impulsivity, recklessness, frequent carelessness, and become unaware of their own glaring inadequacies and the lack of rational arguments behind their decisions.

The Allure of Abuse that Comes with Power

In one of his experiments, Dacher Keltner divided a large group of middle school students into two sets randomly. The students took a general knowledge test based on their school curriculum. After completing the test, they were asked to self-grade their papers. Half of the students self-graded in their classroom, while the other half experienced the same process but in the school principal’s office.

What do you think happened? You might have guessed it: the students who found themselves in a context evoking power, namely the principal’s office, cheated 50% more than those who graded their papers in the classroom. Just being placed in a space associated with authority and power prompted these children to falsify their evaluations at a significantly higher rate.

The sense of power made them feel entitled to cheat, disregard rules, and position themselves higher than they deserved. And mind you, we’re talking about middle school kids, highlighting how this temptation of power abuse is intrinsic and natural, not a result of learned or taught experiences.

Further experiments by Dacher Keltner’s team validated this hypothesis: the access to power, the feeling of being able to make decisions based solely on one’s will, comes bundled with a tremendous temptation to abuse, circumvent rules, and grant oneself illegitimate rights and resources. Not all subjects in the experiments exhibited this behavior, but the phenomenon occurred in a sufficiently significant number of cases to confirm the toxic effects of power on people’s judgment.

Keen on understanding the intricate ties between authority, hubris, and workplace behavior and how they shape our decisions at work? Delve deeper into the compelling insights on why leaving a toxic job poses such a challenge. Click here to explore the nuanced dynamics influencing career choices and the impact of power dynamics in the workplace.

What Can We Learn?

It’s imperative to establish feedback and control mechanisms, including self-control, to help those in positions of power stay connected with reality and common sense. Bosses must cultivate the healthy habit of genuinely listening to the voices, opinions, and especially the critical signals of those they collaborate with. Feedback, even when inconvenient, is crucial to maintaining balance and control within our organizations.

I’m certain the example I shared made you think of powerful figures in your workplace and in the public sphere, such as politicians and institutional leaders. Undoubtedly, many instances of abusive behavior by the powerful swiftly came to mind.

We’ve learned that power has the gift of corrupting, and these individuals don’t consciously and intentionally traverse the path to abuse. However, this explanation doesn’t excuse or provide reasons to continue such behavior.

If we aim for healthy organizations and a fair society, we must construct feedback and control mechanisms that prevent or at least limit power abuse. It’s up to all of us to discuss this topic as extensively as possible and realize the necessity to combat this phenomenon for the greater good. Power corrupts, and it’s our collective duty to keep those in power grounded.

Welcome to a revealing journey into the unspoken reality of authority. Have you ever wondered why once-approachable bosses transform into unrecognizable figures? It’s not just about their dedication; it’s the puzzling shift in behavior that gets under your skin. Today, we unpack the enigmatic nature of power, uncovering how ascending the career ladder turns individuals from supportive colleagues into challenging authorities. Brace yourself to unearth the science behind this transformation and delve into the psychological impacts that tag along with authority. In this article, we dissect the traits of ‘Hybris,’ explore the toxic effects of power, and reveal how climbing the hierarchy rewires behaviors. Join us as we decode the implications and discover strategies to curb the corrosive influence of authority.

The Journey Continues: Navigating the Perils of Authority

As we draw the curtains on our exploration of authority’s hidden dynamics, it’s clear that power holds an uncanny ability to shape behavior and alter personalities. The transformation from ally to adversary in the workplace is a phenomenon rooted in the paradoxical nature of authority.

From the revealing research on Hubris Syndrome to the psychological impacts detailed in the climb up the hierarchy, we’ve shed light on the intricate facets of power’s influence. The examples from experiments and literary characters vividly illustrate how power can distort judgment and morality.

It’s essential not just to recognize these shifts but also to take proactive steps in safeguarding against the pitfalls of authority. Through assessments and insights offered by tools like Great People Inside, we empower ourselves to decipher and anticipate the emergence of hubris.

Remember, understanding the signs and traits associated with hubris is the first step in fostering healthier work environments. By embracing the insights gleaned from assessments, we pave the way for more mindful leadership and organizational harmony.

So, as you step back into the realm of authority and collaboration, seize the opportunity to cultivate a culture that values feedback, self-awareness, and responsible leadership. The journey of grappling with the nuances of power continues—it’s time to navigate the fine line between leadership and the perils of power.

Empower yourself today. Take the first step toward a workplace that thrives on balanced authority and collective growth.

Take a free demo to uncover the darker traits that might pave the way for the hubris syndrome. It’s time to empower yourself with insights that enable proactive measures in managing and navigating the complexities of authority.

Laura Dragne is a dedicated PR enthusiast deeply committed to championing CSR initiatives and advocating for impactful social involvement. Her PR journey has instilled in her a profound belief that every interaction holds the potential to broaden one’s understanding of both oneself and the world. A proud graduate of Social Communication and Public Relations from the University of Bucharest, Romania, Laura seamlessly merges her academic knowledge with a heartfelt dedication to effecting positive change through purposeful communication strategies and community engagement.

References:

https://belonging.berkeley.edu/uc-berkeley-professor-dacher-keltner-explains-how-power-makes-people-selfish

https://crm.org/articles/how-empathy-turns-to-tyranny-the-power-paradox

https://www.psychologytoday.com/ca/blog/fulfillment-at-any-age/202311/the-7-clear-signs-of-hubris-syndrome

Selten J-P (2023). Consider the hubris syndrome for inclusion in our classification systems. Psychological Medicine 53, 5889–5891. https://doi.org/10.1017/S0033291723002672

Owen, D., & Davidson, J. (2009). Hubris syndrome: An acquired personality disorder? A study of US presidents and UK prime ministers over the last 100 years. Brain, 132(Pt 5), 1396–1406. doi:10.1093/brain/awp008

Trouble in Hiring? Workplace Culture May Be The Answer

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Workplace culture continues to evolve as the COVID-19 pandemic persists. If you’ve tried to recruit someone into your business over the past several months, you know how difficult it is to find qualified talent. If you’ve tried to recruit someone into your business over the past several months, you know how difficult it is to find qualified talent. While it’s easy to blame the pandemic for this disruption to the marketplace, this is likely a problem that will continue for at least the next decade.

According to the Bureau of Labor Statistics, there are around 10 million positions currently open. At the same time, the Department of Labor reported there are 8.7 million potential workers who have been looking for jobs and are counted among the unemployed. That means we have a significant shortfall of available people to fill our positions. Employers are also reporting that the candidates who are applying have a mismatch of skills and they’re not seeing people who are able to meet their specific needs. Baby Boomers are exiting the workforce to enter retirement and are further complicating the already difficult hiring landscape. For companies that are trying to scale and grow, this is a challenge. If these same companies are willing to take a critical look at their workplace cultures and make adjustments now, hiring and retention don’t have to be quite so troublesome.

So, what is workplace culture? 

That’s a good question, because many people think of workplace culture as being about the look and feel of their environment. But an organisation’s culture is the set of behavioural norms and unwritten rules that shape how employees interact and get work done. Workpalce culture is critical to creating the best experience for employees. Corporate culture is formed from a company’s daily practices, traditions, beliefs, and programmes. When your workplace culture isn’t being treated as a priority, it’s reflected in employee performance, productivity, and retention.

Take a look at your culture to determine what’s working and what’s not

We have a tendency to look at the monthly profit and loss and the economic indicators of success in our businesses, but we also need to focus on our employees and their experiences working for our companies.

If you care about your customers and their experience with your business, you should also be focused on your employee experience. Customer experience is a direct result of employee experience. A well-designed employee journey allows your staff to understand their value to your organisation. They feel well cared for and are set up for success at every key milestone during their employment. If your company hasn’t conducted a culture audit in the last two years, or you’ve never completed this exercise, it’s a good practice to learn what’s really going on in your employees’ journey. The culture audit can be as simple as asking employees what’s going well and what’s not, as well as learning more about the challenges they’re facing in their daily jobs. If you’re feeling really brave, you can also ask them questions about what would cause them to leave your organisation.

How much does workplace culture ‘cost’?

Culture often doesn’t have a line item in the corporate budget, but it should. Efforts to improve workplace culture almost always pay for themselves. When you have a workplace culture that supports employees, retention becomes easier, recruitment and re-recruitment costs go down, diversity happens more organically, and productivity goes up.

What about ROI?

Consider this data: Gallup estimates that a 100-person organisation that provides an average salary of $50,000 could have turnover and replacement costs of approximately $660,000 to $2.6 million per year. Even if your workplace culture efforts only save a few employees each year, it’s worth it. Companies that really excel in improving their cultures typically see significant returns in the first year.

The time is now!

It’s simple: Organisations must work hard against the forced entrepreneurship culture where smart, talented, and able employees say: I know I can do it better than you, so I will. Gather information on the employees who prefer to work virtually and understand what the non-negotiables are. Look for compromise. When employees recommit, continue to help them forge their career paths so they know you are committed to their futures, alongside that of the company. Let them know that they are valuable members of the workplace: an ever-increasing mosaic of new cultures, beliefs, and values.

A business is more likely to succeed when its culture is focused on the way employees view the company as a whole. If any of these stats felt like they hit close to home for your business, then it’s time to look into how to improve your company culture, such as how to improve internal communications, and better recognise achievements and engage with your employees.

It’s important to remember that there isn’t any “one-size-fits-all” type of culture that results in every single employee being happy and productive. But paying attention to what is achievable in regards to improving your culture will pay off majorly for your employees and your business. 

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:

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Sources:

https://www.saplinghr.com/blog/7-inexpensive-ways-invest-company-culture
https://www.morningstar.ca/ca/news/215638/moving-to-culture-20.aspx
https://fortune.com/2021/10/13/respectits-transform-your-company-culture-workplace/

Cultural Conflict in the Workplace

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Cultural conflict in the workplace is never healthy and may lead to significant drops in productivity and morale. Managing such conflicts leads to a more harmonious workplace and, more often than not, garnering more creative ideas through multiculturalism.

Nowadays, companies have culturally diverse teams and it guarantees them success in the long term. Besides common sense, scientific studies have also revealed the fact that people with distinctive points of view and personalities increases the creativity of a team in solving their tasks. This is an honest assumption if we consider that every team member is pulling in the same direction.

A few years ago, Harvard Business School Assistant Professor Roy Y. J. Chua started to think about the impact of various cultures when working on a case study about a Chinese luxury apparel company. From his observations he discovered that there was a lot of unresolved conflict, miscommunication and tension between people of different cultures. Even when asked about their issues people did not seem to think there is a problem between them.

From his previous studies, Chua has compared the cultural problems and discrimination to hostile work environments where sexual harassment or racial discrimination were the underlying troubles. In these instances as well, co-workers’ performance and morale dipped even when they were not the targets of the aforementioned abuses. This is what is called ‘indirect conflict’ and it happens more often than companies think. For example, children who observe tensions between their parents may grow sceptical of the idea of marriage and just as citizens of USA and Mexico may have a growing hatred for each other due to the bickering their leaders have. So isn’t it possible that it could happen in the workplace?

Further Analysis Requirements

In order to further his discoveries professor Chua had decided to test his hypothesis with a series of studies. In the first study, a group of online participants were asked to make a list of their most important people on their own social media profiles, making note of their cultural backgrounds and if they were in good relations with one another. In the second part of the study, professor Chua has asked the participants to do a word association exercise in order to test their ability to connect distinct ideas from various cultures – this being the precursor to creativity on a global scale. In the exercise, they have been given the words “great”, “street” and “Berlin” and their answers should have been “Great Wall”, “Wall Street” and “Berlin Wall”. The findings from this exercise revealed that participants who had a more diverse pool of people on social media and disliked each other did around 23% worse on the test.

In Chua’s second study, he had asked the participants to think about 2 or 3 people from the same or different cultural backgrounds who have a reputation for not getting along too well with other people. Furthermore, study participants were asked to read professor Chua’s Chinese fashion house case study and then make their own suggestions for the collection that was going to be launched next year which would blend Asian and Western fashion styles. After this, fashion experts were asked to judge the creativity of their ideas. They have determined that the people with the least creative side were the ones who recalled friends from various cultural backgrounds who had conflicting relationships (e.g. 23% lower creativity score than the rest). Another interesting point discovered by Chua was that participants who saw people from different cultures having a good relationship, that it did not promote creativity, leading professor Chua to the conclusion that “As human beings, we pay more attention to negative information because it is a signal of danger. Positive information tends to be given less weight.”

CULTURAL SHOWDOWN

The experiments performed by Chua have demonstrated that for people working in multicultural business environments, it may be a slight risk but at the same time it underlined the importance of creating an environment that reduces intercultural disharmony. He went on to say “It is inevitable to have conflict when you bring people from different cultural backgrounds together,” he says. “It’s about how you manage the conflict. A lot of times managers try to put together a multicultural workplace without trying to integrate people better.”

It is fair to assume that if you were to be exposed to different work environments and ethics which differ to the ones you have grown accustomed to. This will most likely lead to wrong assumptions regarding your colleagues or managers and not with you. For instance, there may be a problem for people who celebrate Ramadan or the Lunar New Year who are living in Europe, because most Europeans do not value the importance of these holidays.

The reason this usually happens is because people have a tendency to over-value their own culture. We tend to believe that the way we do things, we communicate, we make decisions or lead is the most natural, polite, civilised and effective. Due to the clash between 2 cultures, we under-value and disapprove the new culture due to the fact that we are so set in our own ways.

There isn’t a simple recipe to manage cultural friction in the workplace, but solving it does create a harmonious workplace and the company can use the creative force which brought on by multiculturalism.

In order to manage cultural conflict here are a few things companies can do:

  • Cultural background research on all employees.
  • Remember never to pass on judgement through you own cultural frame of reference.
  • Developing self-awareness in all employees in order to be more conscious in approaching another person
  • Reconciliation is key as a leadership skill
  • Becoming as culturally competent as possible and develop traits such as compassion, empathy, behavioural and thinking flexibility and emotional resilience.

In conclusion, it is fair to assume that this information does not mean the company’s cross-cultural conflict is completely and forever solved, but it definitely is a step in the right direction.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:

https://www.londonschool.com/lsic/resources/blog/conflict-workplace-its-personal-even-when-its-cultural/

https://www.expatica.com/employment/employment-basics/dealing-with-cultural-conflicts-at-work-422715/

https://www.forbes.com/sites/hbsworkingknowledge/2013/12/09/how-cultural-conflict-undermines-workplace-creativity/#5cf7b03e214f

Networking Particularities of Men and Women

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In today’s world of the corporate ladder, it is obvious to anyone that networking is the key that ultimately leads to career advancements. For example, through your own networking you could be selected for projects and assignments that will lead in future to a promotion. However, women don’t really reap the benefits of this ‘system’ given the simple fact that they are less likely to get hired or promoted in manager roles (i.e. 79 women promoted to 100 men promoted according to a 2018 study done by McKinsey & Co. and LeanIn.org called Women in the Workplace).

When women seek a professional mentor, the study has revealed, that they usually look for someone they want to be friends with rather than someone they can learn from. Other studies have shown women aren’t getting the tough feedback they require in order to move ahead. The best mentors will always push, dare, and confront their mentees, and challenge them to take on assignments that will further their career.

However, men look to form professional partnerships. Men have no issue doing business with anyone, even though they don’t necessarily like that particular someone, as long as that individual can help them achieve their goals. Men understand that a working relationship can be annulled when it’s no longer beneficial. Women have the tendency to be suspicious when utilising their social ties whilst also overemphasising the moral aspects of networking.

We know that social networks are critical to professional advancement. We also know that men are more likely to rise to leadership positions.

Why the difference?

Because women seek positions on an executive level they often face numerous cultural and political obstacles than men normally do, they benefit from an inner circle of close female contacts that can share private information about things like an organisation’s attitudes toward female leaders, which helps strengthen women’s job search, interviewing, and negotiation strategies.  While men had inner circles in their networks too – contacts that they communicated with most – we found that the gender composition of males’ inner circles was not related to job placement.

The Power of Direct Placement

Winning a placement within executive leadership positions straight out of masters degrees benefit both men and women alike. Early-career women, especially, can use this route to sidestep longstanding labour-market challenges, including stereotyping and discrimination, which result in lower pay, lesser advancement opportunities, and a higher rate of dropping out of the labour market altogether.

But little is known about the links between graduate school and placement into these positions.  We wanted to understand whether one’s network enables MBAs to find the right opportunities, setting the stage for successful careers.

To connect features of social networks at school to job placement success, we analysed 4.5 million anonymised email correspondences among a subset of all 728 MBA graduates (74.5% men, 25.5% women) in the classes of 2006 and 2007 at a top U.S. business school. We measured job placement success by the level of authority and pay each graduate achieved after school.

Network Smarter, Not Harder

Studies suggest that women can benefit from taking a strategic approach to networking.

First, seek quality over quantity in your overall network. Keep in mind in this context, is less a function of how many people you know but who those people are.  Identifying and connecting with people who are connected to multiple networks is a key strategy.

Related to that point is the idea of embracing randomness. The more you associate with similar-minded or experienced people, the less likely you will be to diversify your network and inner circle. Because we tend to target actively when we network, we are prone to restrict targeting to people most like ourselves.

How do you break the pattern? Try random selection. We found that the random sorting of business-school students into sections, for example, raised the odds that female students will befriend those with experience and goals beyond their own, again expanding their knowledge and contacts in career-enhancing ways. Randomness democratizes the networking process, ultimately enhancing it.

Finally, beware a closed inner circle. When your inner circle is too interconnected—the people within it are similar and have similar contacts—it can feel socially secure but fail to generate key insights and opportunities. Workplace or industry affinity groups, for example, become closed structures in many cases. There’s nothing wrong with being part of such a group, but try to complement it with others representing more diverse experience and connections.

Employers, too, can aim to create more diverse small groups, to promote the development of women. Rather than creating just an affinity group of female coders, for example, populate a separate group with members from a cross-section of the organization that increase the chances of making unexpected connections, to better inform and support individuals.

Various studies also suggest that women face a greater challenge in networking to find professional opportunities – they, more than men, need to maintain both wide networks and informative inner circles in order to land the best positions. The good news is that by taking a smart approach, women can continue to find meaningful advancement possibilities while helping their peers and more junior contacts do the same.

Recent studies suggest women require a female-only inner circle in order to thrive and a larger well-connected networking system in regards to professional advancement. Men, on the other hand, do not do so well when engaging in a same-sex inner circle at all. All in all, it can be concluded that, for women, a networking system is simply not enough. It is clear that women have to network smarter and quite differently than men. It may sound exhausting, but it’s definitely worth it.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:

https://www.wired.com/story/women-leadership-job-networking/

https://www.fastcompany.com/90277129/the-hidden-networking-gap-between-men-and-women

https://hbr.org/2019/02/research-men-and-women-need-different-kinds-of-networks-to-succeed

Workplace Diversity Training: How it Should be Done

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Nowadays, workplace diversity has become a must to any company that wishes to expand its reach. Organisations now take part in an ever-growing worldwide economy, are they must acknowledge the fact that they need to adapt towards a multicultural workplace environment and the many benefits they can have from workplace diversity.

This issue is most often than not addressed through the organisation of training programmes. However, research done on the effectiveness of such programmes has brought up mixed results. Some studies have suggested that diversity training is efficient, while others have shown that it may as well lead to backlash between employees. All of these inconclusive results have led to widespread pessimism towards diversity training.

It is common knowledge that people/employees coming from various cultural backgrounds have distinctive ways in which they interpret languages, signs and formalities. To be more precise, these differences can be seen in the way in which culturally diverse people communicate, approach conflict and make decisions. In layman terms, having a diverse work environment is beneficial for the organisation, due to advantages in areas such as return on investment, productivity, teamwork and employee engagement. More often than not when we think about diversity, the first few things that pop into our heads is ethnicity, religion, age and gender. Nonetheless, people need to understand that diversity in itself encompasses so much more than that. Diversity can bring to light qualities different from our own, perceptions that we may have developed of others, how our initial approach to interactions differs and many other traits that separate us from everyone else.

It has become abundantly clear to that employees do not have to love or like each other at work, but co-existing is a must. It is imperative they cooperate and communicate efficiently, despite their differences and their contrary beliefs regarding sensitive issues that may be brought up during diversity training. Whether we are talking about a half-a-day diversity programme, or an 8-hour programme, or even a 40-hour diversity programme, won’t change an employee who doesn’t want or is not ready to open his mind and definitely longer is not better.

The effectiveness of diversity training depends on the methods that are being used – whether we are talking about quizzes, small-group discussions, instructor-led discussions or even role-playing exercises – the personalities of the people who are being trained and, of course, the way in which the outcomes are being measured.

In a recent training exercise which was analysed and shows a lot of promise is perspective-taking. Basically, this type of programme represents the process of mentally walking in a stranger’s shoes. By taking the perspective of members of LGBT or racial minorities, people were asked to write a few sentences on what type of challenges a minority may face. The first effects could be seen almost immediately, with a rise in pro-diversity attitudes. In a follow-up done 8 months after the initial training the same effects were even more present and even some crossover effects. The people who took on the perspective of LGBT members have shown more positive attitudes and behaviours towards racial minorities and the other way around.

Another type of exercise that was successful is goal setting. Even though this exercise is more commonly used when managers wish to motivate or improve someone’s job performance, this strategy can be implemented with great success by asking participants to set specific, realistic and challenging goals in relation to workplace diversity. For example, one trainee sets the goal of challenging inappropriate comments about racial minorities when hearing them in the future – while also offering the trainee all the necessary information on how to handle such situations. The goal setting exercise proves to be successful with pro-diversity behaviours being shown three months after receiving the initial training and improved attitudes nine months from initial training. The effects are noticeable and notable, given the fact that diversity training is done once maybe twice a year.

Of course, for these training programmes to be as effective as possible personality characteristics must be taken into account, due to the fact that one type of exercise may be more effective for some employees than others. For example, perspective-taking is going to be more effective for people who lack empathy. Individuals who have a high level of empathy are more than willing to engage in their very own perspective-taking. People with low empathy levels require this training programme to act as a jump-start cable.

In conclusion, ensuring effective communication in culturally diverse organisations involves a deep understanding of cultural biases and social assimilation dynamics. Other than the language barrier, there are cultural perceptions and differences that make us different from one another. Organisations that want to have a strong competitive edge in this ever-changing marketplace must carry out effective training programmes that will enable their employees to work as a collective.

This is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:

https://www.trainingindustry.com/blog/blog-entries/multicultural-organizations-why-diversity-training-is-important-for-the-workplace.aspx

https://www.psychologytoday.com/blog/the-act-violence/201701/why-diversity-training-usually-fails-in-the-workplace

https://hbr.org/2017/07/two-types-of-diversity-training-that-really-work

Generational Diversity at the Workplace

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In the last couple of years, the workforce has begun changing dramatically due to the entrance of more and more millennials. Numerous companies are struggling to understand their needs and requirements. This struggle comes from a lack of communication and comments range from:

  • “Millennials don’t care about work or the company. We would train them and after a week they quit for a job with better pay.”
  • “The meaning of work doesn’t exist to them – they are always after rewards even though they do not work to properly earn them.”
  • “Their interests revolve around time off for vacation. It’s the only thing that matters to them.”

These complaints do not seem to match your average millennial student who is about the enter the workforce full-time. Most of them are very hard-working, doing internships and working after classes. They value the work that they put in. Although discovering something meaningful in work can be a bit of a challenge, interestingly enough, millennials’ answers do not revolve around time and money. This statement can change perceptions and make people see and understand what the underlying problem is. Due to the fact that they are a different generation altogether, millennials define meaningful work differently in comparison to past generations.

This merging of generations is happening amid an economic climate that has changed plans and altered expectations. In a recent research, employees from each generation were interviewed on a number of topics such as: the importance of meaningful work, what is meaningful at the job they currently have, ideal job and if they observed any generational differences in how people perceived meaningful work. In this research, generations are being defined in relation to their year of birth and their historical experiences that defined their formative years. From the following quotes, meaningful work will be explained through the eyes of each generation:

  • Traditionalists (1922-1945): “I can’t imagine going to a job that I didn’t think it had any value.”
  • Baby Boomers (1946-1964): “If there is no personal fulfilment in what I am doing well, I would be miserable putting so much time and effort into something.”
  • Generation X (1965-1983): “If my job has no meaning, why would I get out of bed?”
  • Millennials (1984-2002): “I would prefer doing nothing and enjoy going to work rather than making buckets of money and hate going to work on a daily basis.”

These results do not offer any new insight, given the fact that these comments are generally known. However, when people were put on the spot, each generation attributed different definitions to the term ‘meaningful work’. Traditionalists responded that meaning comes from work that challenges people and gives them the possibility of growth whilst also helping others. Baby boomers are known for their tendency of being goal-orientated, thus it comes as no surprise that the most common answer was “success at achieving my own personal goals, and if you’re working with other people, helping them to achieve their goals.”

Interestingly enough, even though generation X believes that accomplishing personal career goals is vital in achieving meaningful work, their focus shifted towards work-life balance. Last but not least, millennials’ desire revolves around having nice colleagues, helping others and the community they are part of “The most meaningful job is one of service – if you are doing something that benefits someone directly or indirectly, it can be extremely rewarding.”

Given all the data gathered, it can be concluded that, in general, generations mostly agree on what meaningful work is, so why is it that so many organisations struggle to reach a common denominator with millennials? One answer to this question can be extracted from the second part of the interview process and that is negative stereotypes. The research that had been conducted discovered that each generation thought that the others are in it just for the money, that they are lazy, their work is superficial and that they do not care about meaning altogether.

So it comes as no surprise that if every generation has this system of beliefs, automatically they treat each other differently. A change in mentality can be the solution in this case. If generations realise that they are all searching for a deep-seated meaning at work, the social and business climate would benefit greatly. Unfortunately, stereotypes at the workplace can lead to low performance, low engagement, low job satisfaction everything culminating into a high employee turnover rate. A lack of understanding across generations can have detrimental effects on communication and working relationships and undermine effective services.

But what can managers do to avoid these generational conflicts. Firstly, a better internal communication process through which employees can understand how their work influences the organisational mission and why every role is important. This is where the HR department can offer a lending hand by creating safe space areas in order to discuss these matters, workshops which sole purpose is to bring different generations together and share their experiences, thus leading to recognising the generational commonalities.

Although it’s always beneficial to gain awareness on workplace trends from generational research, but at the end of the day all management is individual, and effective managers understand that. The one-on-one employee-manager relationship represents the difference maker. Regardless of generation what matters most is how well you understand your employees as individuals and what drives their attitudes and engagement.

By implementing these possible solutions, managers will actually allow various definitions of meaning to rise rather than impose what is deemed to be meaningful. Hence, overcoming generational stereotypes would be easier if they grant people the possibility to develop their careers on their own terms. At the end of the day, every generation is searching for meaning, so why not do it together?

This is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Sources:

http://www.hermanmiller.com/research/research-summaries/generations-at-work.html

http://www.apa.org/monitor/jun05/generational.aspx

https://www.forbes.com/sites/victorlipman/2017/01/25/how-to-manage-generational-differences-in-the-workplace/#3093a9634cc4

https://hbr.org/2017/07/every-generation-wants-meaningful-work-but-thinks-other-age-groups-are-in-it-for-the-money

The Workplace of 2020 : A Different Experience Altogether

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In the course of the next  few years, the workforce will be comprised of no less than five generations, starting from Traditionalists and Baby Boomers and ending with the all new “Generation 2020” – these being represented by people born after 1997. Given this situation, employers around the world will face numerous challenges in order to recruit, motivate and develop all of these different types of employees. It is believed that by 2020, the office will become mobile in order to accommodate employees worldwide. The best talents will claim imaginative, ingenious new contracts. Organisations unwilling or unable to provide such a shift in their business will suffer greatly in their mission of recruiting the best candidates.

HR departments face an uphill battle in preparing for 2020 and beyond. Large corporations are required to organise themselves globally in order to deal appropriately with employees, consumers, supply chain partners and shareholders who are dispersed worldwide. CSR(Corporate Social Responsibility) is on top of their list, followed closely by learning in terms of wikis, social media and blogs in order to extend their connectivity. Companies must adopt a series of changes ranging from operating processes to employee benefits – and everything must be done with complete transparency.

HR professionals are people too; hence they must continue to develop their skills and social awareness. They should know what is going on in their local communities, and understand its nuances, be aware of global issues and be open-minded in order to use new procedures such as crowd sourcing. By 2020, HR professionals should be proficient in everything digital and here is a list of a few things worth mentioning: video uploads, social networking, blogs, instant messaging, tagging etc.

The example given above isn’t the only change employers will have to face. By 2020, there will be 10 forces that will shape how employers think and act:

 

  1. ”Shifting workforce demographics” –In comparison to the 2010 workforce data, the predictions for 2020 show that US employees will comprise of even more people older than 55, more women and more Latinos. In Europe and Asia for example, due to a drop in fertility rates, the workforce will consist of even more aging individuals.
  2. “The knowledge economy” –As mentioned in a previous article, the skill gap has started to represent a problem and will continue to be one in the foreseeable future. Work is becoming more technically demanding, and it will require skills such as: listening, relationship building, judgement, communicating with colleagues and problem solving.
  3. “Globalisation” –For various reasons, a great number of companies included in the Financial Times Global 500, have their headquarters located in the following countries: Brazil, Russia, India or China. In just a few short years, the BRIC countries are said to become economic powerhouses. The workforce is becoming ‘virtual’, with less people on-site and with integrated headquarters operations.
  4. “The digital workplace” – The digital space is growing at an increasingly high rate. Companies now require people who can cope with the sheer amount of information, whilst keeping it secure and private. Organisations are also looking for candidates who can generate new and exciting digital content.
  5. “The omnipresence of mobile technology” –At a global scale, the number of mobile phones outnumber that of people. Consequently, there are countries where phones trump people.There are over 7,200 education apps already for the iPhone, some of them made by financial institutions, such as Wachovia and Bank of America, who use them for online performance support, sales training, product knowledge and sales training.
  6. “The culture of connectivity” –Given the fact that we are always a few clicks away from social media, most people have become ‘ hyper connected’ and that is disrupting the balance and boundaries between home and office.
  7. “Participation society” –Consumers are getting involved in improving any type of product, service and business. An example would be Best Buy’s Blue Shirt Nation, which amasses 24,000 employee users. They have gathered online via various social networks, in order to improve company operations.
  8. “Social learning decade” –The period of time between 2010 and 2020 will become known as the time of ‘social networking, social learning and social media’.
  9. “Corporate social responsibility” –By 2020, CSR will have become even more important than it is today. At present, 88% of people graduating university wish to work for companies that have CSR ideals complementary to their own. A great example for this is IBM’s Corporate Service Corps. They place members of their staff to work on CSR projects in developing countries where the organisation is expected to grow within the next years.
  10. “Millennials in the workforce” – This group of people expect companies to use the same tools they have been using since they’ve become digitally active. Technology dominates every aspect of their lives and it comes as no surprise that 41% of millennials choose to communicate electronically at the office rather than on the phone or face to face. Millennials tend to use their own technology in the office and 75% of them think that access to technology makes them more efficient workers. Nonetheless, technology can be problematic and lead to inter-generational conflict in the workplace. This tension makes millennials feel held back by outdated working styles.

Finding the right talent, the best fit for the job and your organisation, can be a very challenging task. It requires deep knowledge of your own organisation’s culture and keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

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Laura Dragne is a dedicated PR enthusiast deeply committed to championing CSR initiatives and advocating for impactful social involvement. Her PR journey has instilled in her a profound belief that every interaction holds the potential to broaden one’s understanding of both oneself and the world. A proud graduate of Social Communication and Public Relations from the University of Bucharest, Romania, Laura seamlessly merges her academic knowledge with a heartfelt dedication to effecting positive change through purposeful communication strategies and community engagement.

Sources:

“The 2020 Workplace” – Jeanne C. Meister and Karie Willyerd

Forbes.com