Civility and kindness are profitable and good for business. It decreases sick days, increases employee engagement and improves productivity. This translates into better customer service, a stronger brand, and increased revenue.
More often than not, workers crace and expect cooperative, respectful and productive relationships in the workplace. Whether your employees are happy or resentful, you can be sure they will spread the word, and their reactions will affect your brand accordingly.
This book shares why civility is more important now than ever, the high costs businesses pay for incivility, how civility reduces costs and increases profits, and practical solutions you can implement right away.
A thought-leader and provocative voice, Ellen Burton is driving change, coaching business leaders and inspiring audiences internationally on how to bring a growth mindset to the current era of constant change. For 25 years Ellen’s company EJ Burton & Associates has been on a mission to effect healing in the business community. Because of pervasive bullying, disrespectful interactions and dysfunctional work groups, she has championed the need for workplace civility. In her book The Civility Project: How to build a culture of reverence to improve wellness, productivity and profit, Ellen offers practical solutions to the $5 billion dollars lost to American businesses because of incivility in the workplace.
Leadership is so dynamic and fluid that the pressure to increase profits is unyielding. In support of these executive leaders, Ellen’s contribution has been to support them with Coaching to intentionally design a culture of reverence. We have found most leaders are relieved to find that collaboration, which they know fosters innovation, creative problem solving and quicker resolution of conflict, is not intuitive for teams. Leaders are also surprised to find that there is a cost to the organization in the form of wellness and productivity when workers don’t feel included, valued, experience disrespect or bullying. Once leaders clearly establish how we’ll work together, learning support provide specific tools and strategies to support paradigm shifts in teams to encourage collaboration vs. competition.
The gap occurs when Senior Leadership do not set clear intentions and behavioral expectations. Usually this is because they assume others should just know how to work together. As a result, I consistently see worker’s passion and ownership for the service they provide unnecessarily deteriorate. Ellen Burton, Author