It seems like every other day we hear a news story about events previously kept under the covers that are suddenly gaining attention in court, in the media and in government. Movements and activism are becoming part of our everyday language, #metoo #blacklivesmatter #stopasianhate are the tip of the iceberg. Some are historical events, some are more recent, but all come about from someone telling their truth. There’s no doubt that speaking up takes tremendous courage and equally it would be painful to relive those events. Likewise, these stories can be painful and uncomfortable to hear. But doing so is the catalyst for change. The act of truth-telling and the art of listening are necessary for understanding and building an educated and inclusive way forward. 

What about workplaces? Is it possible for there to be more truth-telling within organisations? We hear a lot about the desire for authentic workplace cultures, led by authentic leaders. However, we are learning that toxic workplace cultures have been a key factor in the great resignation. Of course, the global pandemic has been the main catalyst for people rethinking purpose and meaning in their lives, but working in toxic cultures is proving to be the ‘icing on the cake’ that’s driving people to upend and redirect their energy and time. People are voting with their feet and it seems to have come as a shock. Many organisations are unaware that their culture and environment have negatively impacted their people. 

It takes brave leadership to look inwardly for the cracks in their culture but unless organisations can become proactive in understanding how environments, practices, processes, leadership and decisions impact people, top talent will walk out the door and organisations will be outstripped in the recruitment race by those who nurture a healthy, people-centred culture. Here’s four steps leaders can take to champion a truthful, authentic organisational culture:

1.     Establish ‘Listening’ Infrastructure

Creating a culture that enables people to speak-up, and have honest, regular and meaningful conversations is the place to start. Introducing a people survey platform as an annual or bi-annual initiative is one option.

An engagement survey or culture study not only demonstrates an organisation’s commitment to listening, but also engenders a genuine ‘speak-up’ culture, allowing dialogue to be opened from a place of truth. By enabling people to voice their opinions honestly, business leaders will gather accurate information, to put meaningful and effective actions in place to build a healthy workplace culture. 

2.     Build Authenticity into your Leadership Cadence

Leaders who are prepared to hear hard truths, admit to their own weaknesses and are willing to make changes for the good of everyone, will gain the respect of their workforce. Make time for your people with a regular meeting cadence, enabling feedback through conversation and active listening; stay curious in those discussions and be open to different perspectives, opinions and ideas. Lean into those opinions that challenge the status quo, or you. Don’t be afraid to reflect on your own weaknesses, as this can open you to greater compassion and empathy. 

3.     Commit to Psychological Safety

If people feel speaking-up will have negative consequences for them, then they will stay very silent. Does the sharing of ideas and feedback result in humiliation or rejection, or are people met with respect and acceptance?  Psychologically safe environments allow people to safely raise concerns, questions or make mistakes. Creating a speak-up culture is impossible if there is not psychological safety.

Meet ideas and suggestions with an openness and not with “that’s not how we do things around here”. If all else fails, simply ask “what do you need?” or “what can we do to make this a better place to work?” 

When ideas or feedback come your way, don’t just recognise it, celebrate it!  Share it with others, champion your original thinkers, idea generators and celebrate the status quo shakers. Establish regular feedback loops that create the structure for people to regularly share their views. 

4.     Action! Action! Action!

Commitment to truth-telling is only really demonstrated through action. Unless steps are visibly taken after any feedback is collected (be it formal or informal) people won’t be inclined to share openly with you next time as you will be perceived as being ingenuous. Follow through on any action you commit to taking; follow up where action has been committed to; measure and report openly on the progress and outcomes of those actions.   

Truth-telling and active listening lifts others, shows genuine care and is how people are enabled to do their best work every day. It is the foundation of trust and high performance teams. 

written by Emma Jacob, the co-founder and Director at The Culture Movement, and Cheryl Stapleton, Head of Communications at Truthsayers.

This piece has been inspired by the launch of the Neurotech® Employee Survey Platform to Australia, in partnership with The Culture Movement.

The Culture Movement are a values-driven leadership and organisational development consultancy, who enable real business value by building meaningful, authentic and inclusive company culture. They offer culture climate data insights, culture change strategy and execution programs to achieve unbreakable cultures that enable business success.

To learn more about how The Culture Movement are working with Truthsayers® Neurotech® platform to support businesses in Australia, please contact them at info@theculturemovement.com.au