Alankar KarpeProject and program management, Speaker and mentor | WiproBangalore, India
As project managers & change makers, our teams might not know what to do if they see one of their co-workers harassing another, either mentally, sexually or physically. What do we do in such situations and how to develop your team to overcome such instances? Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Generally, there are organization specific procedures laid out for this with required CBT modules by all employees. Inform direct manager or HR; or both.
From a leadership perspective, one can reiterate the proper channels for awareness, support, and guidance.
It is not a problem to be 'handled' internally, rather exposed to the proper authority for formal action.
This highlights the need for frequent organizational-wide sessions on it's culture, rules, taboos, and a refresher on business etiquette and the law when it comes to dealing with eachother.
Respect and safety are two key attributes of high performing teams. While we should certainly expect organization policy and HR training to be a safety net to prevent such behavior and to provide consequences, as leaders we need to help our teams embrace a zero tolerance approach by modeling the types of behavior we will want them to copy.
Kiron
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1 reply by Alankar Karpe
Jun 19, 2018 1:04 AM
Alankar Karpe
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Couldn't agree more, Thank you for your reply, Kiron!
Saving Changes...
Simona BonghezManaging Partner| Colors in Projects ltdBucharest, Romania
I do agree that the proper way of dealing with these situations would be using the specific procedures of the organizations. But what if the organization has not developed (yet) procedures for it? Or what if the culture does not encourage you to report to HR (or to the direct manager)? This is why I support Sante Vergini's comment regarding the sessions about culture, rules, taboos... This would create the proper environment to raise awareness about expectations and right conduct.
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1 reply by Alankar Karpe
Jun 19, 2018 1:09 AM
Alankar Karpe
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Thanks Simona!
Saving Changes...
Christine nzenwataProject Manager| Xlate Professional Services Inc. Winnipeg, ManitobaLagos, Nigeria
I think the first thing from a leadership perspective is build TRUST as part of the team culture. The leader should focus on building trust among his/her team by making sure that he/she is there to deeply listen,support and genuinely help even when they have personal issues. A leader that cares about the overall health of each person on his team will have a better chance of getting them to open up and talk about any predatory behaviors happening in the workplace( e.g workplace bullying and all kinds of harassment).
It is after you have been able to get them to that place of been free to share their issues that you can now handle the situation based on your organizational HR polices.
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1 reply by Alankar Karpe
Jun 19, 2018 1:08 AM
Alankar Karpe
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Completely agree is that Trust is more important part of team culture. Thank you for contributing!
Saving Changes...
Alankar KarpeProject and program management, Speaker and mentor | WiproBangalore, India
Jun 18, 2018 7:40 AM
Replying to Kiron Bondale
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Alankar -
Respect and safety are two key attributes of high performing teams. While we should certainly expect organization policy and HR training to be a safety net to prevent such behavior and to provide consequences, as leaders we need to help our teams embrace a zero tolerance approach by modeling the types of behavior we will want them to copy.
Kiron
Couldn't agree more, Thank you for your reply, Kiron! Saving Changes...
Alankar KarpeProject and program management, Speaker and mentor | WiproBangalore, India
Jun 18, 2018 6:11 AM
Replying to Drew Craig
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Generally, there are organization specific procedures laid out for this with required CBT modules by all employees. Inform direct manager or HR; or both.
From a leadership perspective, one can reiterate the proper channels for awareness, support, and guidance.
It is not a problem to be 'handled' internally, rather exposed to the proper authority for formal action.
Thank you Andrew for your response! Saving Changes...
Alankar KarpeProject and program management, Speaker and mentor | WiproBangalore, India
Jun 18, 2018 2:45 PM
Replying to Christine nzenwata
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I think the first thing from a leadership perspective is build TRUST as part of the team culture. The leader should focus on building trust among his/her team by making sure that he/she is there to deeply listen,support and genuinely help even when they have personal issues. A leader that cares about the overall health of each person on his team will have a better chance of getting them to open up and talk about any predatory behaviors happening in the workplace( e.g workplace bullying and all kinds of harassment).
It is after you have been able to get them to that place of been free to share their issues that you can now handle the situation based on your organizational HR polices.
Completely agree is that Trust is more important part of team culture. Thank you for contributing! Saving Changes...
Alankar KarpeProject and program management, Speaker and mentor | WiproBangalore, India
Jun 18, 2018 6:56 AM
Replying to Sante Delle-Vergini, PhD
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This highlights the need for frequent organizational-wide sessions on it's culture, rules, taboos, and a refresher on business etiquette and the law when it comes to dealing with eachother.
Thank you for your reply Sante! Saving Changes...
Alankar KarpeProject and program management, Speaker and mentor | WiproBangalore, India
Jun 18, 2018 7:43 AM
Replying to Simona Bonghez
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I do agree that the proper way of dealing with these situations would be using the specific procedures of the organizations. But what if the organization has not developed (yet) procedures for it? Or what if the culture does not encourage you to report to HR (or to the direct manager)? This is why I support Sante Vergini's comment regarding the sessions about culture, rules, taboos... This would create the proper environment to raise awareness about expectations and right conduct.
