Category: Workplace Behavior

EEOC and ELI Share “A Meeting of the Minds” on Harassment

Here are some quotes from a document I read last week: “Workplace harassment remains a persistent problem.” … ““There is a compelling business case for stopping and preventing harassment” … “It starts at the top… leadership and accountability are critical” … “Training must change.” As I kept reading I thought,

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EEOC recommends new approach to harassment prevention

Last week, the U.S. Equal Employment Opportunity Commission (EEOC) released its recommendations for a new, more effective approach to preventing harassment in the workplace. In the 18 months prior, the Select Task Force on the Study of Harassment in the Workplace, worked closely with sociologists, industrial-organizational psychologists, investigators, trainers, lawyers,

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What microaggression means for your workplace

Ask five co-workers for a definition of microaggression and you will likely receive five different responses. While people may have a general idea of what microaggression is, many are unsure of its exact meaning. Understanding the definition of microaggression is important but knowing what it means for your workplace is

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Can training really change behavior?

An effective training solution should reduce uncivil behavior and reinforce good behavior. It sounds like a practical plan, but how can you make sure your training is really changing behavior? At ELI®, we have identified four necessary components for achieving true and lasting behavioral change: Awareness of the behavior that

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Practical ways to improve employee behavior

Every organization has its share of poor performing employees and those who violate company standards. While every incident can not be prevented, it is possible to minimize the occurrences. Here are three practical ways to improve employee behavior: Have values and communicate them For employees to follow the company’s standards,

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A Prescription to Stop Bullying

During a routine physical, your physician informs you your blood pressure is extremely high. She advises you to live a healthier lifestyle, but beyond that doesn’t tell you how to treat the condition or what could happen if you do nothing. Not a very effective way of convincing you to

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Fixing the Common Cultures at GM and the VA

Consider two entirely different organizations: one is our largest automotive producer; the other, a massive federal agency. What General Motors and the Veterans Administration have in common now are acts of malfeasance that not only have created outrage, but tainted their reputations and the public’s trust. The facts are shocking. 

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The GM Nod and Salute – Legal Poisons at Work, Part 2

From what we have learned from their lawyers’ recently released report, executives and other leaders at General Motors apparently perfected their own non-verbal communication styles with an effectiveness which would have made Don Corleone proud. As candidly confirmed by CEO Mary Barra, leaders developed a cultural practice of tacitly agreeing not

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Legal Poisons at Work

Awhile back, I met a brilliant CEO whose grimaces, body language, cutting glances and sarcastic public insults could shut off a debate in a second or two at most.  One senior executive told me that this leader’s comments, eye rolls, and headshakes convinced him that he did not want to

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The Awful Irony of Disruptive Behavior

There are many ways that leaders and co-workers can detract from the performance of those around them. They can be purposely mean spirited, sexually or racially offensive, or downright cruel. While it’s hard for most of us to fathom, for some people, demeaning others brings satisfaction or a sense of

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