At our company, we like to pretend that we have a zero tolerance for offensive behavior. This is to make our legal and HR department happy. In reality, we don’t care what you do as long as you’re getting your job done and making us a profit.
This is especially true of our managers. Look, your manager got promoted because she was better than you. As such, s/he gets special treatment and will not be held to the same behavior standard that you will. So don’t even think that, just because your manager gets away with it, you will.
And, another thing. Your manager was hired to make money. S/he does not like taking time out of his or her valuable day to listen to a bunch of whining about something someone else said or did. So don’t be surprised if he or she is annoyed when you make a complaint. And don’t be surprised if he or she isn’t quite as friendly afterward; after all, you’ve blown the whistle on somebody that you work with. That’s not part of the “good employee” code.
The Role of Managers in Offensive Employee Behavior
Any lawyer would go screaming into the street at the thought of his or her corporate client adopting this kind of offensive behavior policy. So would HR. And yet, this “policy” is communicated by the actions and attitudes of managers who either participate in, or turn a blind eye, to dishonest, ethical or illegal behavior.
Managers commit more fraud, steal more money, and does so in larger amounts than rank-and-file employees ever did, yet they often have exempt status when it comes to accountability for their behavior. In addition, their attitudes and practices establish the caliber of management oversight. When managers are perceived as uncaring or unconcerned about abusive behavior, the blind eye is perceived as an approving eye.
The Bottom Line
What management does is much more important than what management says. Managers who stand by, or participate, in offensive behavior significantly infleunce the level of management or subordinate tacit or direct involvemnet in abusive behavior, the legnth of time this behavior goes on, and why employees who have knowledge or reasonable suspicion of wrongdoing do not expose it.