Is testosterosis killing your culture? Six Pointers for a decency culture

With all the indecency that is happening out there – seems to be an almost daily occurrence, at least amongst our elected officials – I was intrigued to read about a new book for leaders on decency.

Amazing really that we need such a book to remind us all that manners and common courtesy actually do matter; that repetition and recognition of small decencies are essential to building resilient corporate cultures, but clearly we do.

In the book, The Decency Code co-authors, James (Jim) E. Lukaszewski and Steve Harrison, say that if organisations focus on the small things every day, over time, behavioural shifts will occur. While this sounds idealistic, it’s not, the authors attest. It’s the little things that bring us undone or propel us forward; small, good, decent things done each day, in a very kind and intentional way.

Professionalism, courtesy and decency create an environment that stimulates respect, as opposed to silence, stalling, denial, ‘victim confusion’, ‘testosterosis’, arrogance. Ring a bell, Prime Minister?

As Peter Hartcher, Political Editor of the Sydney Morning Herald, wrote in his weekend column, the Prime Minister is “trapped in a mindset of grudging minimalism” if not process, “incapable of rising above mealy-mouthed tribalism even in the midst of a disaster.”

And just how often does this happen to leaders when a crisis hits?

Far too often.

As book co-author Jim Lukaszewski, veteran crisis management advisor, says “crisis events present more opportunities for bad thinking, avoidable mistakes,” and sadly, “intentional errors of judgment.” Mistakes happen when “tribalism” is the key driver of decision-making, and too often serious decisions are made in the face of unwanted, unappreciated, even sensible information. As we’ve seen, and as Jim points out, “fallacious behaviour” takes over. This presents a reputational risk.

So what can we do to minimise and mitigate such a risk to our most precious assets -- our reputation?

Well, as the authors of The Decency Code point out “repairing our culture is a personal responsibility for each of us”.

While leaders certainly set the tone, it is up to each of us to call out the good, the bad and the very ugly (or as we see so regularly, Four Corners and the ABC’s investigative unit will.) Again, quoting Peter Hartcher, who reminded us (in his column last weekend) that the "other Morrison", Lieutenant General David Morrison - when he was chief of army - made a very public declaration that any man in the army who didn’t respect women as equals “should get out.”

And then the very famous quote “the standard you walk past is the standard you accept” when he was Australian of the Year.

Sadly, I agree with Hartcher when he wrote (of Morrison, but applies more widely) that today is more about “The standard you think you can get away with is the standard you accept.” Here are some pointers for a more civil, more decent and more respectful culture, one that will help mitigate reputational risk:

1. Stop calling every problem a crisis – far too many staff clamour for leadership attention by referring to very problem as a crisis. Leaders typically will respond badly – pushback, silence, over-confidence (can’t happen on my watch). A crisis is a major "show-stopping" event, an event that attracts MAJOR media attention.

2. Understand the difference between a problem, an issue and a crisis and calibrate accordingly. Hint, a problem, like a mathematical problem, can be solved; an issue needs to resolved and a crisis is managed.

3. Stop the excuses for remaining silent. Challenge statements like “they’ve always been that way … they are our biggest earner and if they go, we’ll lose … given me enough time.”

4. Call out bad behaviour, it takes courage yes, borrow some from Brittany or Grace. And there are whistleblowers’ organisations that can help. Also worth noting ASIC recently released its new immunity policy for whistleblowers.

5. Stop whining – about “the media”, about “bad luck”, about “not getting credit.” Take ownership.

6. Put people before process, people before profit and build a purpose-driven organisation.

As Deloittes say, “Purpose is Everything.”

Purpose-driven companies witness higher market share gains and grow three times faster on average than their competitors, all while achieving higher workforce and customer satisfaction.

Why wouldn’t you want a culture built on decency and purpose?