Page 32 - GBC English Fall 2019

TOP 10 TIPS FOR PROMOTING RESPECT
Leaders can encourage and demonstrate respect in the workplace by using the following tips:
1. Remain humble when it comes to your own accomplishments.
2. Start and end meetings you lead on time.
3. Ask someone to give you feedback on your work.
4. Admit when you don’t know something.
5. Find opportunities to coach and mentor others.
6. Give “straight” feedback in a supportive and constructive manner.
7. Leave an appreciative or congratulatory note on someone’s desk.
8. Seek to understand others’ perspectives – especially when you disagree.
9. Refuse to listen to gossip and certainly don’t be its source.
10. Talk to people, not about them.
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Golf Business Canada
Louise Bradley, president and CEO, Mental Health Commission of Canada, Pamela Jeffery, president, The Pamela Jeffery Group, Soula Courlas, partner, KPMG, and Sheldon Kennedy, former NHL player, abuse survivor and co-founder of the Respect Group.
The panellists noted that ignoring the issue not only affects employee retention, but it hurts productivity and pro tability.5 Experiencing bullying and harassment in the workplace can trigger mental health problems and illnesses, which, according to the Mental Health Commission of Canada, are the leading cause of short – and long – term disability.6 The economic burden in Canada has been estimated at $51 billion per year.
WHY SHOULD WE CARE?
Governments across Canada are recognizing the importance of psychological health and safety, and legislation is in effect to guide organizations to manage these issues. While legislation may differ from province to province, many have clear guidelines and expectations for employers.
Workers Compensation Boards are also accepting claims focused on psychological injuries including wording such as: clear and con rmed harassing behaviour at the workplace where a worker has been subjected to threats of harm, violations of personal privacy, public shaming or baseless threats to his or her employment status. Employers large and small have the duty to ensure their workplaces are harassment free and are exposing themselves to legal and nancial risk if they do not address BAHD behaviours.
Sheldon Kennedy indicated in the panel discussion that, “Leaders and operators need to ask the tough questions to determine if this type of behaviour is happening in their organization. They need to be prepared for what they might nd and be committed to taking action to address and end it.”
WHAT CAN WE DO?
A shocking 55% of surveyed Canadians reported experiencing bullying in the workplace, including name-calling, physical aggression and online taunts, according to a 2018 poll by Forum Research. Worse still, the study found that only one third of companies took action to stop the perpetrators.
While pointing out the risks of not addressing the issue, the panellists noted that many organizations are taking real action to address the issue. “This isn’t just about focusing on the bad individuals,” said Kennedy. “Ninety-eight percent of individuals want to be good, so focus on them
and give them the tools to be better.”
For those companies who don’t know where to start, the panellists
said the most important step was instituting a culture of respect and zero tolerance for toxic behaviour in their organizations — a tone that needs to come straight from the golf course owner or operator, or general manager.
“This will require a willingness from leadership to face the hard truths about what is happening inside their walls,” said Courlas. “Bullying can be subtle. Education is key to helping people recognize it. Leadership has a duty to proactively work towards eradicating this type of behaviour, which will inevitably help unlock the best of their people. Making good people better is the end goal and is completely attainable.”