Upholding standards of behaviour is not always an easy thing to do.
Witness, World Rugby’s admission that the touch judges, referees and match officials had not delivered on the standards they had promised at the beginning of the tournament to manage “reckless” tackling.
Making judgment calls in high stake, pressurised situations is, of course, challenging, but they have met criticism head-on, acknowledged they need to do better and promised more rigour in officiating the upcoming matches. They have very visibly taken responsibility to improve things; which on the surface is commendable leadership.
But there is a bigger issue at play here.
Behind the scenes, there appears to be a muddle of understanding about the new rules, with the referees’ decisions at odds with coaches’ perspectives and the ultimate decisions of disciplinary panels.
You could argue it was ever thus, but the extent of the clashes and the mixed messages that seem to be causing them, point to a fundamental lack of shared understanding amongst those with decision-making responsibility and the players.
It is not easy in any environment to make the right call – in all organisations managers and leaders are often dealing with situations where there are differing points of view, competing priorities and emotions running high. And without ensuring that standards of behaviour have been made clear in the first place – and that this is a shared understanding across all teams (managers, staff and advisory teams, such as HR) – it becomes doubly difficult.
We are currently working with a large local authority to help create a culture of respect and positive working relationships… particularly by helping to bring clarity to when behaviour might cross the line. One of the key things that has made the project so successful so far is that we bought the senior management team together with the HR business partners and L and D team right at the start – and we gave them to space to discuss and agree what their role would be in supporting the programme and agreeing behavioural guidelines.
Creating that shared understanding for those in decision-making roles has been critical in ensuring there is a consistent message disseminated to all teams and that those messages have actually been discussed, not just circulated in an email… heading off any Reece Hodge type claims that people were simply not aware of what was expected of them.
World Rugby’s new guidelines are about keeping players safer. And protecting the image of the sport.
Clear guidelines around behaviour at work do the same thing – they keep people safe… from being made to feel uncomfortable, undermined and often humiliated. They keep team members safe from complaints and related sanctions and they keep organisations safe from the reputational damage of unwanted headlines.
Guidelines are good.
But only if that shared understanding of what they really mean in practice is created.
For more information on how we can help your managers to create a shared understanding of what’s Ok and what’s not and offer some practical down to earth guidance on appropriate workplace behaviour call us on 01903 732 782 or email or take a look at how we have helped other organisations case studies
Stella Chandler and I founded Focal Point on a shared belief that a training course run in isolation doesn't work. We passionately believe there must be support both before and after the training or coaching session itself for it to make a difference. When I am not facilitating sessions with clients or looking at ways to grow the Focal Point business, you will find me in a calming yoga class...