We consistently advocate for early intervention with situations, when we work with organisations to manage and prevent inappropriate behaviour at work.
We see so much evidence that if inappropriate and disrespectful behaviours are not addressed early, they become not only tolerated but normalised and eventually escalate.
The Detrimental Impact of Uncomfortable Banter
Our recent survey with the Chartered Institute for Securities & Investment (CISI) reveals the prevalence of uncomfortable banter in financial services. A significant 97% of respondents reported experiencing discomfort with such behaviour at some point. This discomfort has demonstrably negative consequences, including decreased participation in meetings (69% said they contributed less to meetings because of banter), a reluctance to share ideas (60% said banter resulted in them putting forward fewer ideas), and a potential decline in employee well-being (40% said banter aimed at them affects how they felt about themselves often or all of the time). The survey also highlights the lack of confidence employees have in directly addressing the issue or reporting it to HR (less than a third said they would feel comfortable most or all the time in asking people to stop).
From Playful Interaction to Harassment
Research by Kristoffer Holm from Malmö University indicates that unchecked rudeness can escalate into bullying behaviour over time. The line between playful banter and harassment can be easily obscured, especially when jokes target a person’s race, sexual orientation, religion, or appearance. The CISI survey provides real-life examples of how seemingly innocuous banter often morphs into discriminatory or harassing behaviour, fostering a hostile work environment. These experiences show the potential for seemingly trivial comments to inflict significant emotional harm, with respondents describing such banter as “rude but saying it as if it is friendly” or “an excuse to cover up bullying and singling people out”. Examples included “being told I must be a lesbian because I was speaking up” or “jokes” about weight. In the most serious cases, the survey found that “negative comments about my dyslexia led to my decision to leave my employer” and “bullying by a director led me to attempt suicide. I reported the conduct, and it was later described as banter”.
Setting the Standard and Fostering a Culture of Respect
The onus falls on leaders to establish clear expectations for behaviour within their teams. By consistently demonstrating respectful conduct themselves, they set a powerful example for others. Creating a safe space for open communication is paramount. Employees need to feel comfortable calling out inappropriate behaviour without fear of reprisal, which in turn can help mental health. This can be achieved by fostering mutual respect and encouraging open dialogue – leaders and managers should create regular opportunities for discussing behaviour. Additionally, HR departments and all managers need to be equipped to handle complaints effectively and build trust with employees. A supportive HR department plays a vital role in ensuring a safe and inclusive workplace. The Focal Point Training and CISI survey found that many employees lack confidence in HR, with comments like “HR often make it worse” or “I’m not sure what HR do; I feel I am at risk of losing my job if I make a fuss”.
Proactive Measures to Prevent Bullying and Harassment in the Workplace
Organisations must take a proactive stance against bullying by establishing clear and comprehensive guidelines on acceptable workplace behaviour. Even if subtle workplace bullying is discovered, it should be addressed at an early stage and managers should encourage their people to report bullying or harassment as soon as it starts to make someone feel uncomfortable. These guidelines should explicitly define unacceptable conduct, including different forms of harassment and inappropriate banter. Regular discussions about building a positive and inclusive work environment are crucial. Leaders should initiate open conversations about respectful communication and the importance of speaking up if someone witnesses or experiences inappropriate behaviour. Be alert to situations and address them early – most situations can be ‘nipped in the bud’. By proactively addressing even seemingly minor instances of rudeness or disrespect and handling situations with empathy, leaders can nip potential problems in the bud and prevent a culture of bullying from developing. Toxic cultures such as the one at the The Transport Salaried Staffs’ Association (TSSA) that hit the headlines do not happen overnight. They happen because no one steps in to stop them at an early stage.
Samar Yanni, Assistant Director, Head of Membership of CISI said: “There is a very fine line to be drawn with banter, as it can play a positive role in creating a sense of camaraderie in teams. However, jokes at someone else’s expense can become uncomfortable and escalate. Managers therefore need to be vigilant and teams, from the top down, must be seen to have zero tolerance for inappropriate banter. Discussions on banter can be undertaken in team meetings, about the link to wellbeing and positive mental health. Building trust in teams is essential, so that if someone “crosses the line” people have the confidence to call it out. It is essential that people can trust that, if a concern is raised, line management will take the right action and that those people will be supported.”
If your team needs to understand how banter can damage a culture of respect and learn more about inappropriate behaviour, talk to us about how we can help.
For more information on how Focal Point can address inappropriate behaviour in the workplace, call us at 01903 732 782, email info@focalpointtraining.com, or contact us to see how we’ve helped other organisations tackle such issues.