The dynamics of the workplace – and the wider world – are changing.
An ongoing labour shortage is leading businesses to hire younger and less experienced employees, and bringing with it a culture clash. ‘Gen Z’ workers – those aged 25 and younger – have different expectations of what a modern workplace should look like, and the way businesses and their employees should conduct themselves.
Unfortunately, this disconnect can also manifest itself in less comfortable ways. When there is a need for challenging conversations in the workplace, older employees can feel that they are walking on eggshells when talking to younger workers. Solving this means giving a little bit of ground on both sides – and building the trust you need to weather those awkward moments.
Waking the beast
The notion of ‘woke culture’ is everywhere. What started out as an African American term for acknowledging racial discrimination has turned into a catch-all for progressive politics, and a battleground for media outlets. On one side, you have people feeling that their behaviours and language are suddenly under attack, and that they can no longer express themselves freely. On the other, you have a generation that feels sweeping social changes are overdue, and that changing the words we use is the least we can do after centuries of discrimination.
There’s no doubt that this ‘culture war’ is partly manufactured. A lot of nonsense is written online to rile people up in order to get clicks, and bears little relation to how most people act in real life. Take for instance former footballer Mark Lawrenson, who declared in a recent interview that being asked not to refer to ‘the wall’ during a commentary following the death of Princess Diana was an early example of ‘wokeness’ at the BBC. This generated endless stories and column inches, despite the fact that for most people, being sensitive about the language we use after someone’s death is a fairly basic courtesy.
As with any ‘war’, the reality is messy and muddled. The people derided as ‘woke’ have differing opinions on a myriad of issues; and the people who worry about changes to the workplace aren’t all boorish, regressive dinosaurs. People’s concerns are real, even if they’re rooted in overblown or misleading stories. And though many people on both sides are open to dialogue, the anger and frustration over systemic issues or fear of repercussions can prevent them from opening up.
A complex issue
The simple fact is that all of these discussions around the language we use and how we treat one another are fluid and ongoing. Which language and terminology is and isn’t acceptable continues to be debated, as millions of people around the world search for common ground, and look to form a consensus. For those not part of these conversations, keeping up with the latest consensus can take concerted effort.
The obvious example is the acronym LGBT, and the way this has been amended to accommodate different groups, such as LGBTQIA+. It’s understandable that some people can become frustrated when, having just memorised something new, the language suddenly changes to something that feels more cumbersome. This is further muddied by regional differences in language and how these cross borders, such as the use of ‘BAME’ (black, asian and minority ethnic) in the UK, or ‘people of color’ in the United States.
Similarly, some words are appropriate in one country and inappropriate in another. For visitors to the UK, a ‘fanny pack’ has very different connotations than it does in the United States. Similarly, the word ‘oriental’ is deemed grossly outdated and insensitive in the US, but still appears on shop signs and food packaging in the UK. In the world of international business – and with international employees – this can be a minefield that very few people are willing to cross.
Finding common ground
For all of these issues, it’s understandable that many people who have traditionally had very little power or representation in the workplace feel that change is overdue. Racism, sexism and other forms of discrimination are still far too common, as reflected by recent reports on abuse and misogyny in the Royal Navy, or bans on black hairstyles in schools. Not all discrimination is deliberate or malicious, but this does not diminish the impact it has on people.
The undercurrent of annoyance at ‘wokeness’ is that it’s a sudden inquisition, where language is being wrestled away from people. The reality is that some language that people have always used might always have been offensive – it’s just that the people insulted by it held their tongues, as calling it out would make their lives more difficult. Unfortunately, the chance for dialogue on these genuine issues seems remote, given the hostile climate generated by the media.
The more this ‘culture war’ ramps up, the more people on both sides could be antagonised, feeling that each is out to get the other. That isn’t sustainable, for any business – particularly when difficult conversations need to be had. A reticence to be seen as insulting someone shouldn’t stop you from providing constructive feedback, or addressing more serious concerns. So what can businesses and individuals do to bridge this gap, and feel confident having more open discussions?
Trust and transparency
The key to any productive conversations – and working relationships in general – is trust. Employers need to trust in the attitude and application of their employees; and employees need to trust that the business has their best interests at heart. When it comes to younger employees and those from minority backgrounds, a central aspect of this is taking their wellbeing seriously. If they sense a genuine commitment from the business to address issues such as discrimination, they will feel more comfortable, and more forgiving of any mistakes.
Of course, actions speak louder than words. It’s one thing for a business to say it takes discrimination seriously, or wants to take the lead on social issues; it’s quite another to do something about it. It’s become a common trope for businesses to change their Twitter branding to rainbow colours during Pride month, but how many of them actually work with the LGBT community, make their workplace welcoming to LGBT employees, or donate to LGBT charities?
Younger employees can easily become cynical about this kind of ‘virtue signalling’, when a business says one thing but does another. There’s no issue with businesses putting their weight behind causes they genuinely believe in – particularly when that cause is relevant to the company’s products or industry – but employees will always have a view behind the curtain. Failing to reflect those values in every aspect of your business will cause them to be less trusting in their interactions with superiors, and more suspicious of their motives.
Train and retain
By attending to the needs of employees and the things they care about, you can start to ingratiate yourself and the business as a whole, and build a level of trust. This will go a long way to establishing a ‘benefit of the doubt’ in your conversations, insuring you against any slip-ups. To maintain that trust, however, you also need good, empathetic communication. The actions and stances of the business bear little relevance if the person having the conversation is brash, boorish, and lacks the willingness to change.
In most cases, managers will benefit from some level of training. A general course such as our Introduction to First Line Management or Management Development Programme will help to instil communication and leadership skills, and give managers the confidence to approach difficult conversations without fear of slip-ups. More specifically, our Managing Challenging Conversations course provides an overview of hot-button, sensitive issues, and how to navigate them successfully in the workplace.
General sensitivity training can also be effective where it is applied across the board, and framed as an opportunity for group learning and sharing of thoughts, rather than a punishment or obligation. As well as providing proper training to managers, there should also be mechanisms in place for employees to report concerns with managers, and an environment where recommendations can be implemented. Any reflections on and adjustments to personal behaviour should be seen as a means to improve productivity and happiness, rather than a personal rebuke.
The present political discourse can feel particularly toxic, but there’s no way of avoiding the impact it has on us as individuals and businesses. While social media devolves into a shouting match, businesses should aspire to create dialogue, and be open in the way they address the concerns of their employees. By building trust through positive actions and giving managers the confidence and knowledge they need, the issue of challenging conversations in a woke world can be firmly put to bed.
