Christine Porath: Why being respectful to your coworkers is good for business
Christine Porath helps organizations build thriving workplaces. Full bio
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through your actions.
your professional success
and treat people means everything.
by respecting them,
appreciated and heard,
by making them feel small,
of incivility on people.
may be absolutely fine to another.
speaking to you.
and whether that person felt disrespected.
someone feel that way,
this stuffy hospital room.
this strong, athletic, energetic guy,
strapped to his bare chest.
was work-related stress.
just an outlier at that time.
a lot of incivility
That's not how it's done,"
to study the effects of this.
that small, uncivil actions
performance and the bottom line.
and what we found was eye-opening.
where they were treated rudely,
about how they reacted.
that made insulting statements like,
in front of the entire team.
made people less motivated:
worrying about what happened,
two things happened.
and estimated, conservatively,
12 million dollars a year.
we heard from others in our academic field
this, but how can you really show it?
those that experienced incivility
experience incivility.
that experience incivility
that their performance suffers."
the one who experiences it?
an experimenter act rudely
"What is it with you?
to hold a job in the real world?"
insulting a group member.
performance decreased, too --
quite significantly.
just by being around it.
and in our communities.
our motivation, our performance
and can take some of our brainpower.
if we experience incivility
just see or read rude words.
combinations of words
with 15 words used to trigger rudeness:
received a list of words
information right in front of them
that read the rude words
to life-and-death situations.
about a doctor that he worked with
this one particular interaction
at a medical team.
of medication to their patient.
was right there on the chart,
on the team missed it.
or awareness to take it into account.
in all their diagnostics,
the teams exposed to rudeness
help from their teammates.
but in all industries.
people about this, too.
are not more civil
and even concerned
less leader-like.
a few prominent examples
in the long run, they don't.
by Morgan McCall and Michael Lombardo
the Center for Creative Leadership.
tied to executive failure
or bullying style.
that succeed despite their incivility.
sabotage their success.
when they're in a place of weakness
that you're not a jerk.
isn't the same as lifting them up.
doing the small things,
hello in the hallway,
someone's speaking to you.
or give negative feedback civilly,
colleagues and I found
to be viewed as leaders,
as an important -- and a powerful --
of two key characteristics:
isn't just about motivating others.
to be seen as a leader.
as warm and competent.
about how civility pays,
important questions around leadership:
from their leaders?
20,000 employees around the world,
was more important
with their organization
and make people feel respected?
it doesn't require a huge shift.
of Ochsner Health [System],
of their 10-5 way,
to boost an organization's performance.
as CEO of Campbell's Soup Company in 2001,
had just dropped in half.
the least engaged organization
to work his first day,
was surrounded by barbwire fence.
in the parking lot.
a minimum security prison.
had turned things around.
all-time performance records
including best place to work.
high standards for performance,
to do it with civility.
and he expected his leaders to.
to being tough-minded on standards
these touch points,
he had with employees,
in the cafeteria or in meetings.
made employees feel valued
he was paying attention
thank-you notes to employees.
of these touch points a day.
less than two minutes each.
in each of these moments.
and function at their best
and their performance.
when we have more civil environments,
helpful, happy and healthy.
to lift others up around us,
ABOUT THE SPEAKER
Christine Porath - Management professor, researcherChristine Porath helps organizations build thriving workplaces.
Why you should listen
Christine Porath teaches at Georgetown University's McDonough School of Business. She's the author of Mastering Civility: A Manifesto for the Workplace and co-author of The Cost of Bad Behavior. Her speaking and consulting clients include Google, United Nations, World Bank, International Monetary Fund, Genentech, Marriott, National Institute of Health, Department of Labor, Department of the Treasury, Department of Justice and National Security Agency. She has written for the Harvard Business Review, the New York Times, the Wall Street Journal, McKinsey Quarterly and the Washington Post. She serves on the Advisory Council for the Partnership for Public Service.
Before getting her PhD, Porath worked for International Management Group (IMG), a leading sports management and marketing firm. She received her BA from College of the Holy Cross, where she was a member of the women's basketball and soccer teams, and her PhD from Kenan-Flagler Business School at the University of North Carolina at Chapel Hill.
Christine Porath | Speaker | TED.com