How to have impact in hostile environments | theHRD – The HR Director Magazine

The corporate world may not be as supportive of its staff as we would think or like it to be with excesses of passive and hidden aggression. Even with modern management approaches, have we really arrived? Reading the hidden signs in dealing with hostility is key in improving performance and addressing dysfunction in teams.

There is a western trend to a more progressive and less directive culture in certain companies. In theory, employees have greater autonomy and influence over their respective scope of work. This is driven by change management practices, belief in the value of employee engagement, a drive to self-actualization, and the current trends in Mindfulness.

However, I believe there are some recent regressive factors moving away from this, in part driven by a competitive marketplace and the need to be more agile. This may seem as paradoxical as the conventional theory / practice has shown that a more engaged and content workforce will perform better, and deal with the need for agility and rapid delivery. I have tried to postulate the drivers for this regression.

There has been a recent rise of factionalism and tribalism, and the need for people to identify with certain factions or groups. Some commentators are also concerned about the dangers of political correctness, in terms of its potential lack of transparency, and the potential consequence of limiting open debate. This has been exemplified by the recent rhetoric on social media and in the press, post the Brexit vote in 2016. We have also witnessed lower levels of actual teamwork and more individualism. This selfishness is driven by the need to survive, especially as the economy gets tighter.

The first step to delivering impact in a hostile culture is to recognize that you are in one. That statement may sound trite, but it is not as easy as it looks.

What defines a hostile culture or environment? My definition is relatively simple. It is one which limits ones ability to execute their work or perform consistently without thinking of what could come next, and negative distractions like watching your back continually. It is noteworthy that people do not have to shout or raise their voice for the atmosphere to be hostile.

A key element for success, is to understand the difference between active hostility and constructive pressure. The former is intense, repetitive, inauthentic, and likely to be less rational. The latter is the opposite, but still maintains the required accountability, and has a level of mutual trust between parties.

Typical behaviors and activities that are common for active hostility include unrealistic targets, minimal information, poor explanation, no context, shifting deadlines or targets and changing the scope of work. In more severe cases, there can be a mob style approach where a manager enlists others to aid the hostility.

There are many other behaviors that one may witness, but another useful reference point is the work done by Geert Hofstede, the eminent psychologist and his associates, on macro cultures. Hofstede categorizes and describes six different cultures. There will be traits mentioned above that are pertinent in a significant number of the dimensions, but probably the most relevant are Power Distance and Masculinity vs. Femininity.

Cultures that are likely to be hostile will have large power distance and show the characteristics of hierarchy, leading to existential inequality, expected subordination, autocracy, the belief that power is absolute and that its legitimacy cannot be challenged. Cultures with small power distance tend to be more collegiate.

Another trait of active hostility that I have witnessed is that of Compliance. In this case, compliance can be interpreted not of defined rules, but of dictates and edicts. Here, the end justifies the means and defined rules can be bent or ignored to meet the edict.

We must remember that none of these characteristics can be taken in isolation, and on their own, will not determine active hostility, but a combination could lead to one.

What do I mean about finding the balance point, and why is it relevant?

If you are a new leader in a large organisation, then for you to be impactful you will have to be different, without alienating yourself or acquiescing to inappropriate cultural norms. It is critical that you resonate with your team and conform to the rules initially. This does not stop you being a change agent, but you should do it without being too much of an initial maverick.

If you are already established in the organisation, this will be easier, but for you to effect any internal change may be more difficult as there may be a reticence to your challenge. You need to be accepted by your own team to have future impact. This does not mean you do not question, or challenge paradigms. It means you must effect change from the inside and gather momentum.

A coaching background, or understanding the concept of mindfulness and particularly self-awareness, can help. According to the Building Strong Coaching Cultures for the Future, a 2019 study from the International Coaching Federation and the Human Capital Institute (HCI), developing coaching skills for leaders is an ongoing and successful process in organizations with strong coaching cultures.

Understanding the impact of your approach and the behaviour you elicit on the people around you will enable a greater chance of success. This will give you key insights into how your approach will impact the team as you start to challenge them. You need to find the critical balance point between listening, challenging and conforming.

In the previous section I mentioned about the importance of finding the balance point and understanding your environs. This will be a platform for the work you are going to do and help determine the impact you will have on your team.

So, in more detail, what are the key things you need to do to have impact in a hostile environment?

Professional Coaching is an asset for many organisations looking at enforcing authenticity in their workplaces. The International Coaching Federation (ICF) defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. ICF professional coaches work within high ethical standards when coaching teams and leaders. They are part of a worldwide network of credentialed coaches across a variety of coaching disciplines and work toward the common goal of enhancing awareness of coaching, upholding the integrity of the profession, and continually educating themselves with the newest research and practices.

Professional coaching services can befound usingICFs directoryof credentialed coaches spread all over the world.

http://www.coachingfederation.orgwww.coachfederation.org.ukwww.experiencecoaching.com

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How to have impact in hostile environments | theHRD - The HR Director Magazine