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By Ben Holt 02 Mar, 2020
HR is having a busy time of it at the moment. If preparing for new immigration rules and contingency planning for the potential impact of Coronavirus wasn't enough, the complaint that Sir Philip Rutnam has raised about Priti Patel will have many people more closely examining leadership practices in their own organisations. Whilst we don't yet know the details of this case, there will be those (such as the Government) already making the argument that this is just strong leadership, and others (such as HM's Opposition) reaching the conclusion that this is a clear case of bullying. The reality is that these cases are rarely that clear cut. Ms Patel will not be alone in taking a leadership approach that is demanding, sets high standards, and makes it clear when those standards are not met. And Sir Rutnam will not be the first employee to feel undermined and demeaned by that approach. It looks like (unless a settlement is reached) the details of this situation may be played out in public and if this reaches tribunal it will make a very high profile case study of what type of leadership behaviours are and are not acceptable. We know that a high profile case or complaint emboldens employees who feel they may be facing a similar situation so it's important that leaders and HR reflect on what is acceptable behaviour in their organisation. There should be nothing to be feared from setting challenging goals, expecting high standards of delivery and giving clear and honest feedback, but where this tips into behaviour that degrades, intimidates, humiliates or offends, employees may (and probably will) have legitimate cause for complaint. We know from previous cases that shouting, swearing and public criticism (that undermines) are likely to be deemed 'bullying' but more subtle behaviours such as constant and unreasonable criticism can also fall into that category. The legal risks of this behaviour are clear but even if you don't face grievances or complaints the simple fact is that where fear reigns, results will suffer. Fear is a good motivator in the short term. But if you're looking for sustained results, high levels of performance and innovation, it shouldn't be your go to driver. Trust, shared goals, purpose and recognition are all better places to start (and this doesn't prevent you giving honest feedback). Finally, a word on investigations. The Government have now announced that they will investigate the complaints raised by Sir Philip. Whilst this is likely to be too little too late in this case (there is an allegation that complaints were raised and ignored at an earlier stage) HR teams and practitioners should be aware that such investigations need to be carried out impartially, establishing the facts where possible (and reaching a reasoned decision 'on the balance of probabilities' where not) and making recommendations that are proportionate and follow the evidence. It's possible to be 'strong' without being a bully but it's clear that we're in an era where old-fashioned and outdated approaches to leadership are no longer effective in most modern workplaces and employees are becoming more comfortable in challenging behaviour that they find unacceptable. Whilst the calling out of demeaning or offensive behaviour can only be a good thing, there are challenges this creates where leaders have a different view of that behaviour. At Sightscreen we provide leadership consultancy, coaching and development and we can also independently investigate employee grievances. If you'd like to talk about any of the subjects in this blog please contact us at info@sightscreenhr.co.uk or through the ' contact ' section of this website.
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