1.
Five Action Steps
To a Better, More
Positive Work
Environment
Catherine Mattice Zundel
MA, SPHR, SHRM-SCP

2.
Program sponsor

3.
Housekeeping
Questions Speaker
Today’s
topic

4.
How to earn credit
Stay on the webinar,
online for the full 60
minutes
Be watching using your
unique URL
Program codes
delivered by email, to
registered email,
approximately 30 days
following today’s session

5.
Housekeeping
Questions Speaker
Today’s
topic

6.
Catherine Mattice Zundel
MA, SPHR, SHRM-SCP
www.CivilityPartners.com
Info@CivilityPartners.com
619-454-4489
Speaker, Author, Consultant and Trainer
Catherine Mattice Zundel | Civility Partners

7.
Agenda
• Similarities and differences between harassment, bullying, and violence
• Assess your current culture in order to create a strategic plan for
change
• Implement a healthy workplace policy that has buy-in
• Discover ways to use your core values to drive culture
• Create a better and more powerful harassment prevention training
• Discover a coaching method proven to address negative behaviors

8.
75% of people
who feel
harassed
never report it.
WHY
?
Catherine Mattice Zundel | Civility Partners

9.
Retaliatio
n
Catherine Mattice Zundel | Civility Partners

10.
Incivility and
Unprofessionalism
Bullying
Discrimination/
Harassment
Mobbing/ Hazing
Conflict
Catherine Mattice Zundel | Civility Partners

11.
Harassment is a form
of employment
discrimination. It is
unwelcome conduct
that is based on race,
religion, sex…
Harassment
becomes unlawful
where:
1) enduring the offensive
conduct becomes a condition
of continued employment, or,
2) the conduct is severe or
pervasive enough a reasonable
person would consider it
intimidating, hostile, or abusive.
Catherine Mattice Zundel | Civility Partners

12.
Incivility and
Unprofessionalism
Bullying
Discrimination/
Harassment
Mobbing/ Hazing
Conflict
Catherine Mattice Zundel | Civility Partners
Violence

13.
Policy
Training
Culture
Catherine Mattice Zundel | Civility Partners

14.
Leadership Behavior
Culture
Policy
Catherine Mattice Zundel | Civility Partners

15.
Bad Actor
Target
Organizational
Members
(Reinforcers)
Organizational
Culture
Support Support
Damage
Damage
Power
Imbalance
Damage
Damage

16.
Get
leadership on
board

17.
Leadership
must:
o Commit to change
o Support respect/civility initiatives
o Be involved in the process

18.
Scare
‘em
Bullying and harassment are the same behaviors.
Not to mention, allowing bullying keeps people from
reporting harassment.

19.
Use
emotions
Have you worked for someone who mistreated you
before? Did it affect your productivity?

20.
Use data
Run some number and cite studies about the costs
of bad behavior.

21.
Conduct an
assessment

22.
Rate
:
I would talk to my co-worker if I felt he/she did/said
something inappropriate.
I would feel comfortable reporting harassment or
bullying to my manager.
This is a positive work environment.
Interviews from an outsider are also helpful.

23.
INVESTIGATION ASSESSMENT
Attempts to understand facts Attempts to understand risk
factors and cultural reality
Focused on one person’s story Focused on everybody’s story
May result in resolution for one
problem area
May result in resolution for many

24.
Develop
action
items

25.
With an
action team

26.
Use your values
to drive culture
What are your core values?
Catherine Mattice Zundel | Civility Partners

27.
Your Core Values are for
Internal Use

28.
Core Values Are Core
Job Competencies

29.
Don’t skimp on the
chili
Don’t skimp on the
service
Don’t skimp on the
quality
Don’t skimp on the
fun
Catherine Mattice Zundel | Civility Partners

30.
Core Competency: Fun
Always perceived to be in a
good mood; laughs and
clearly enjoys others;
engages peers and
customers in
conversations; seen with a
smile regularly
Catherine Mattice Zundel | Civility Partners

31.
Implement a
healthy
workplace
policy
Email Info@CivilityPartners.com for
a template policy
And hold people
accountable to it

32.
Implement a
healthy
workplace
policy
1. Gather
2. Ask: How would you
like to be treated at
work by peers,
managers and
customers?
3. Give them 10 mins
4. Collect answers publicly
5. Locate themes
6. Insert into policy
Email Info@CivilityPartners.com for
a template policy

33.
Provide Better
Training

34.
Manager
s
Everyon
e
• Setting expectations
• Managing incivility->bullying
• Coaching behavior and
performance
• Creating a positive workplace
in their work team
• Conflict management
• Communication skills
• Stress management
• Customer service
• Leadership
• Respect and civility
• Assertiveness
• Inclusivity

35.
Introducing ADDIE
A dynamic, flexible guideline for
building effective training that
has been around since the 80’s.

36.
Analyze
Design
Develop
Implement
Evaluate

37.
Analyze

38.
Analyz
e
• What behavioral outcomes do you want?
• Who is your audience?
• What roadblocks or limiting factors exist?
• When do you want to have the training?
• What delivery option is best?

39.
Analyz
e
What behaviors do you want?
• Demonstrate respect,
empathy, inclusivity,
assertiveness?
• Cite legal definition of
sexual harassment?

40.
Design

41.
Coach
abrasive
leaders

42.
Assumption
s
Realit
y
• Fully aware
• Intention is to harm
• Cannot change
• Fully unaware
• Intention is to get the job done
• Can change

43.
Recipe for Bullying
Behaviors
1. Seeking to appear as uber-competent
2. Lack social sonar (empathy), so don’t read emotions
3. Incompetence gives them anxiety, and they defend via “fight”
Defend
(fight or flight)
Threat Anxiety

44.
“Bullies” are
blinder than bats
• Joe: “I’ve been walking around like an a**hole
for 3 years and nobody told me. I wish they’d told
me sooner.”
• Art: “I’m just managing the way that I’m
managed. You should see what happens in the
C-Suite meetings I attend.”

45.
“We’ve had a steady stream of
complaints about perceptions of
interactions with you – we don’t
see this with other managers.
This is not acceptable and
cannot continue.”

46.
It’s not true.
That’s not what happened.
You only know their side.
They deserved it because…
They’re just sensitive.

47.
“I don’t know what happened
— I wasn’t there. But I do
know one thing for a fact:
several people feel they are
being treated disrespectfully
and that one fact has to
change.”

48.
Coaching answers 3
questions
• What are the negative perceptions?
• What is causing them?
• What strategies can we develop to eliminate these
negative perceptions?

49.
Befor
e
After
• AGGRESSIVE: “He raises his voice and hits
things and makes crazy big grand gestures”
• PUBLICLY SHAMES: “Every time this person
said anything he’d undercut them – he’s really
trying to make them look stupid”
• BELITTLES: “He is emotionally unintelligent and
gets snarky and belittling – it doesn’t add any
value”
• CALM: “He seems to be more relaxed and
there is more of a pleasant environment”
• NOT REACTIVE: “He thinks before he
reacts - those emotions, he channels them
much better.”
• CONTRIBUTES RATHER THAN
CONTROLS: “Now he throws it out like
“here’s an idea” – and a lot of times they
are good ideas and people are more
receptive to what he has to say”

50.
Harassment prevention
is not a training. It is a
whole culture initiative.
Catherine Mattice Zundel | Civility Partners

51.
D&I is not an HR
program. It is a whole
culture initiative.
Catherine Mattice Zundel | Civility Partners

52.
Just create an
inclusive &
respectful culture.
Catherine Mattice Zundel | Civility Partners

53.
Catherine Mattice Zundel
MA, SPHR, SHRM-SP
www.CivilityPartners.com
Speaker, Author, Consultant, and Trainer
We owe our employees something better.
Info@CivilityPartners.com
Email me - for one or both of my ebooks,
as well as the slides.

54.
59
How Ascentis Talent
Management can help
Payroll HR &
Benefits
Talent
Management
Recruiting &
Onboarding
Time &
Attendance
›Consistent delivery of work place policies
including harassment programs with re-
certification programs year over year
›Built-in survey tool to measure and analyze
the climate of the organization
›Tools to provide feedback for employees,
managers, and peers throughout the year

55.
Learn more
Learn more about how Ascentis can help your Payroll needs

56.
How to earn credit
Stay on the webinar,
online for the full 60
minutes
Be watching using your
unique URL
Program codes
delivered by email, to
registered email,
approximately 30 days
following today’s
session

57.
Share with your colleagues

58.
Contact Us
webinars@ascentis.com
www.ascentis.com
800.229.2713