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How a Culture of Silence Eats Away at Your Company - Sun and Planets Spirituality AYINRIN
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Most
people think they will speak up when something negative happens at
work, but few actually do. Take these examples from a recent survey we
did with managers and employees:
“We
had an assistant who created a very adversarial atmosphere. We walked
on eggshells around her. People would rather do her work themselves than
engage with her. Her boss wouldn’t even cross her. This went on for
years until she retired.”
“Instead
of confronting a problem in a project plan, it was whispered about.
Several months of work were put into implementing the plan even though
all those involved knew it contained fatal flaws. The organization fell
behind on its output goals and didn’t have the data it needed to
forecast projected outcomes.”
“When
our president and CEO suddenly passed away, the top-level execs
(including myself) dealt with a gaping sense of loss and grief. Although
we felt lost without our CEO, we knew what we had to do in order to
navigate through the situation. However, we never addressed the company
other than to say: ‘It’s business as usual.’ Because we didn’t reach out
to ease employees’ worries and fears we created an atmosphere of
anxiety (i.e., ‘Will the company survive?’ ‘Is my job secure?’, ‘What’s
going on?’ etc.) which ultimately led to nearly 25% of our staff leaving
within six months of the CEO’s passing.”
These aren’t trivial examples. In each case, they had real consequences and costs for the organizations.
At VitalSmarts,
we’ve researched the propensity for people to stay silent before. In a
previous study, we asked people what they would do if someone cut in
front of them in line. Most people said they’d promptly and skillfully
tell the person to head to the back of the line. But when we put their
predictions to the test, we found something else. We went into a busy
mall with confederates and a hidden camera to see what people really do
when faced with a line-cutter. Here’s what we found: The line-cutting
victims stand around looking frustrated yet never say a word. A few make
dirty faces behind our confederates’ backs or complain to their
neighbor. In our study, only one in 25 spoke up.
Speaking up about line cutting may seem frivolous — but in many other cases, giving voice to concerns saves lives. Consider our study in healthcare
where we found that 90% of nurses don’t speak up to a physician even
when they know a patient’s safety is at risk. We’ve also studied
workplace safety. We found that 93% of people say their organization is at risk of an accident waiting to happen because people are either unwilling or unable to speak up.
What
are the costs and consequences of this kind of silence? We surveyed
1,025 managers and employees and asked them about a time when they had a
concern at work, but failed to voice it. We then asked them to tell us
the story of what happened and to detail the impact on the organization.
Of the hundreds of stories we gathered, five categories of
conversations emerged as the most common and costly topics that people
remain silent around. They include:
- Prickly peers. Failure to confront rude, abrasive, defensive, and disrespectful colleagues. Examples included failing to confront harsh language, backbiting, bullying, harassment, withholding information, and resistance to feedback and input.
- Strategic missteps. Failure to speak up when proposals and procedures are riddled with inaccuracies or faulty thinking. The problem is exacerbated when leadership makes decisions without first consulting experts or is unresponsive to employee concerns.
- Lazy and incompetent colleagues. Failure to talk to peers and direct reports about poor work habits, incompetence and lack of engagement.
- Abusive bosses. Failure to openly discuss damage done when people in power resort to control and reliance on position to push their agenda.
- Management chaos. Failure to get clarification when people feel uncertain around roles, responsibilities, specs, and timelines. A perceived lack of safety to share concerns without retribution makes asking for clarification feel risky.
Instead
of speaking up in these situations, our subjects admitted to engaging
in one or more resource-sapping behaviors including: complaining to
others (78%), doing extra or unnecessary work (66%), ruminating about
the problem (53%), or getting angry (50%).
These
behaviors aren’t just unhelpful; they’re costly. We found the average
person wasted 7 days complaining, doing unnecessary work, ruminating
about the problem, or getting angry — instead of speaking up. A shocking
40% of our respondents admitted to wasting two weeks or more.
The
hit to the bottom line is even more remarkable. The average person
estimated the cost of silence at $7,500, and 20% of our sample estimated
the cost of avoiding a difficult conversation to be more than $50,000.
Our subjects described ways that silence damages employee engagement,
relationships, deadlines, budgets, and culture. Given that the fact that
every one of
our subjects identified at least one costly example, we concluded that
it’s likely that every employee in your organization is adding to the
cumulative organizational cost of silence eating away at your bottom
line.
Luckily, cultures of silence can be changed — but only if leaders become teachers and models of candor.
People won’t speak up unless they feel safe and competent to do so.
When leaders engage in dialogue, people acquire both the skills to
present their concerns and the confidence to share their views. They
also speak up knowing their thoughts, opinions, and views are welcomed
and valued.
Here
are four key tactics for transforming a culture of silence into a
culture of dialogue. These strategies are the results of thousands of
hours of observation of those who speak up about even very risky topics
but do so in a way that doesn’t provoke defensiveness in others.
- Reverse your thinking. Most of us decide whether or not to speak up by considering the risks of doing so. Those who are best at having crucial conversations don’t think first about the risks of speaking up. They think first about the risks of not speaking up. This simple reversal of risk assessment makes them far more likely to speak up.
- Change your emotions. The reason these conversations often go poorly is because we are irritated, angry, or disgusted. Our counterparts react to these emotions they sense more than the words we speak. So, before opening your mouth, open your mind. Try to see others as reasonable, rational, and decent human beings—a practice that softens strong emotions and ensures you come across more agreeably.
- Make others feel safe. People become defensive when they feel unsafe. Start a high-stakes conversation by assuring the other person of your positive intentions and your respect for them. When others feel respected and trust your motives, they feel safe, let their guard down, and begin to listen – even if the topic is unpleasant.
- Invite dialogue. After you create an environment of safety, express your concerns, and then invite dialogue. Encourage the other person to disagree with you. Those who are best at crucial conversations don’t just come to make their point; they come to learn.
When
leaders model these behaviors, they lay the foundation for a culture of
dialogue where employees can speak up, share concerns, confront
colleagues, advocate for better solutions, and achieve alignment and
agreement where it may be lacking. Cultures of dialogue are not only
full of happier, more engaged employees — they also reap the kind of
bottom-line results that can mean the difference between success and
failure.
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Follow The SUN (AYINRIN), Follow the light. Be bless. I am His Magnificence, The Crown, Kabiesi Ebo Afin!Ebo Afin Kabiesi! His Magnificence Oloja Elejio Oba Olofin Pele Joshua Obasa De Medici Osangangan broad-daylight natural blood line 100% Royalty The God, LLB Hons, BL, Warlord, Bonafide King of Ile Ife kingdom and Bonafide King of Ijero Kingdom, Number 1 Sun worshiper in the Whole World.I'm His Magnificence the Crown. Follow the light.
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