Catherine Mattice's Blog, page 2

Conscious Unbossing: Why Gen Z Is Saying “No Thanks” to Leadership Roles

According to DDI’s Global Leadership Forecast 2025, 80% of HR professionals lack confidence in their leadership pipelines. CEOs are just as concerned, ranking “developing the next generation of leaders” among their top four worries.

Gen Z is shaking things up. They’re 1.7 times more likely than other generations to step away from leadership roles to protect their well-being. Over half say they’re purposely avoiding management, and nearly 70% see middle management as a stressful, thankless zone they want no part of.

But let’s get one thing straight – this isn’t about laziness or a lack of ambition. Gen Z isn’t anti-leadership. They’re anti-burnout, anti-toxic hierarchy, and definitely anti “grind now, live later.” They want purpose, autonomy, and a healthy balance. And if a role doesn’t align with those values, they’ll walk away without hesitation.

 

What Is Conscious Unbossing?

Say hello to the newest buzzword in the Gen Z work glossary: Conscious Unbossing. It lives somewhere between quiet quitting and Bare Minimum Mondays, but don’t get it twisted – it’s not about slacking off. It’s about opting in to a new kind of leadership.

Conscious unbossing is the intentional choice to step away from outdated management models. Not because young professionals lack ambition, but because they’re redefining what leadership even means. Think: less bossing, more building. Less control, more collaboration.

 

Why the Shift?

It’s a mix of experience, observation, and evolving values. Here’s what’s driving this cultural pivot:

 

Burnout Culture Is a Red Flag

Many younger professionals watched their managers and parents burn out, work long hours, and absorb blame while getting little support. Why would they sign up for that?

 

Authenticity Over Authority

Leadership that’s rooted in control or status doesn’t appeal. Millennials and Gen Z prefer relational leadership—collaborative, empathetic, and transparent. If the organization’s culture doesn’t support or reward that, why be a leader?

 

Wellness Is Non-Negotiable

Mental health isn’t a perk – it’s a priority. If a role compromises it, they’ll walk. No paycheck is worth their peace of mind, particularly because they can get a job virtually anywhere in the world.

 

Impact Over Prestige

They’re not chasing titles. They’re chasing meaning. They want work that matters – purpose is important to them because they grew up exposed to the world in a way that those of us who didn’t have the internet as kids weren’t. 

To Baby Boomers and Gen Xers, this might feel puzzling. Promotions used to mean success. Now? A growing number of young professionals see them as a trap.

And the numbers back it up: in Robert Walters survey, 36% of Gen Z professionals expect they’ll eventually need to take on a management role but 16% flat-out refuse, and 69% think middle management isn’t worth it.

 

What This Means for Organizations

Conscious unbossing throws a wrench into traditional succession planning but it also cracks open the door to something better.

This trend exposes the outdated structures we’ve clung to for too long. It reveals a disconnect between the leadership roles offered and the leadership experience younger generations actually want.

The move isn’t to shove them back into the same old mold and hope they play along. The move is to break the mold entirely and build something better.

 

How to Build Leadership Gen Z Wants to Say Yes To

 

1. Rebrand Leadership

Stop framing leadership as “climbing the ladder.” Instead, position it as a platform for influence, impact, and coaching. Focus on emotional intelligence, community building, and purpose – not power and prestige.

And how do you know what your employees actually need from leadership? What will inspire them to step up rather than step out? That’s where we come in. We help organizations uncover those answers through our culture-focused workforce surveys, which measure five critical dimensions of workplace culture. These insights are your roadmap to reimagining leadership in a way that resonates with your workforce, especially the next generation. Check it out here.

 

2. Make Mental Health a Leadership Skill

Support your managers in prioritizing psychological safety, trauma-informed leadership, and real work-life balance. Set the tone: great leaders don’t grind themselves or their teams into dust.

Our Manager Evolution Lab is designed to help your middle managers become the kind of leaders today’s workforce actually wants to follow with hands-on coaching, real-world practice, and a focus on values-based leadership. Learn more here. 

 

3. Co-Create the Future

Invite Millennials and Gen Z into the conversation. Ask them what leadership needs to look like in order for them to take interest in taking it on, and then build it with them. By 2030, Gen Z will make up nearly a third of the global workforce and they’re not bringing a 20th-century mindset with them.

 

Final Thoughts

Stop asking, “Why don’t they want to lead?” and start asking, “What kind of leadership would inspire them to stay?”

Gen Z isn’t rejecting leadership. They’re rejecting the burnout badge of honor, the power plays, the politics, and the pressure.

They want to lead with collaboration, clarity, and conscience. And if you’re serious about building positive, thriving workplace cultures, it’s time to meet them where they are and create a version of leadership worth aspiring to.

The post Conscious Unbossing: Why Gen Z Is Saying “No Thanks” to Leadership Roles appeared first on Civility Partners.

The Workplace Culture Model Every Leader Needs to Know

We all want a workplace where people feel seen, heard, and valued. But building that kind of culture takes more than good intentions and inspirational posters. It demands a clear-eyed look at how people behave, how leaders lead, and how the organization itself either supports or hinders inclusivity and respect.

At Civility Partners, we know that a great workplace culture doesn’t evolve by accident. It requires structure, consistency, and alignment across every level of the organization. To help you, and our clients, develop clear and high-impact strategies to build and sustain respectful and positive culture, we created the OIL Model of Culture Change.

It’s a simple yet powerful framework to help you evaluate whether your culture is reinforcing the values it claims to stand for or quietly enabling behaviors that chip away at trust and inclusion.

Use this model to start making real, lasting change.

 

The OIL That Fuels Culture Change

OIL stands for Organizational Behavior, Individual Behavior, and Leadership Team Behavior. These are the three pillars of your workplace culture. When they’re aligned and healthy, respect and inclusivity naturally flourish. When they’re misaligned, that’s when we see issues like disengagement, turnover, workplace bullying, or harassment creep in.

Let’s break down each component:

 

1. Organizational Behavior

Organizational behavior refers to the systems, processes, policies, and tools that influence individual behavior and the resulting employee experience. From how performance is evaluated to how core values are operationalized, this is the infrastructure that either supports or undermines a respectful, inclusive culture.

Leaders committed to culture ensure that the organization itself is behaving in ways that influence individual behavior in the right ways.

Let’s say an organization has a core value related to learning and growth but expects its people to cram everything they need to do into a very long workweek. People can’t learn and grow when they’re burned out or don’t have time to debrief on learning moments—so the organization’s behavior is not in alignment with the behavior it claims to seek from its workforce.

 

2. Individual Behavior

Individual behavior refers to how each and every individual at any level shows up to the workplace day in and day out. It includes how employees interact with one another, how managers lead, and how leaders model values. Every individual plays a role in shaping culture through their word choice, body language, tone, mindset, and actions.

The catch is that the organization’s behavior influences individual behavior. Organizations can offer training and ensure performance management measures and rewards for people engaging in the right behavior and that they don’t tolerate behavior that goes against organizational goals. Of course, leaders have to be willing to put resources towards initiatives that drive the right behavior. 

 

3. Leadership Team Behavior

While each top leader’s individual behavior is important, this third pillar is about how the leaders’ function as a team. It includes the C-suite (CEO, CFO, COO, etc.), HR, department heads, or regional leaders—anyone with influence over how culture is shaped and sustained.

Leader actions speak volumes. The way they communicate about initiatives, allocate resources, and hold others accountable sets the tone. If leaders want individuals to act in ways that benefit the business, they need to ensure the organization’s behavior is in alignment with those goals, and of course that means they must lead with intention and invest time, energy, and budget into making it real.

 

When the OIL is Aligned or Misaligned

When these three areas—organizational, individual, and leadership behavior—are aligned, the organization is more likely to have a strong culture. For example, if an organization determines it wants a respectful workplace, it must create systems and processes (i.e., organizational behavior) that influence that behavior for accountability, and the leaders will need to allocate resources to that endeavor. 

If the organization determines it wants a respectful workplace, but its behavior doesn’t align (e.g., results are valued over the way people are treated, no one is measured on respect, clients are allowed to be disrespectful to employees) because leaders aren’t willing to allocate the resources, then individuals won’t behave in ways that build a respectful culture.

 

What Now?

Disrespect, exclusion, bullying, and disengagement don’t happen by accident. The truth is, even the most well-meaning organizations can fall short if they’re not actively assessing their culture across all three OIL pillars. The three pillars have to align for you to reach the desired culture.

Ask yourself these three questions, and discuss them with your leadership team:

How do we want each individual to behave?What does the organization do or not do that helps or hinders that behavior?What are the leaders doing or not doing that helps or hinders that behavior?

Be sure to bring this OIL Model Assessment with you to that conversation. You and your leadership team can pause, reflect, and evaluate whether your organization is fostering the kind of workplace it aspires to be. The OIL Model Assessment is a meaningful, action-oriented resource designed to prompt honest reflection and spark important conversations with your leadership team.

 

Last week, we held the virtual book launch party for Navigating a Toxic Work Environment for Dummies. Here’s what Garry Ridge, retired CEO of WD-40, said about the book:

The post The Workplace Culture Model Every Leader Needs to Know appeared first on Civility Partners.

From Desperation to Determination: Reflecting on 16 Years of Growth

I just got an email from a spammer offering SEO help for my very old website — www.NoWorkplaceBullies.com. I hadn’t thought about that site in ages, so I typed in the link… and there it was. The original website I built the day I started my business — though it wasn’t called Civility Partners yet.

Seeing it brought back a flood of memories. I was reminded that this has truly been a journey.

Back then, I was desperate to prove that workplace bullying was real. That it mattered. That it was costing companies dearly — even if they didn’t realize it yet.

Today, pumping out tons of content is just part of doing business. But 16 years ago, loading a site with pages and pages of information felt excessive. There was hardly any social media to help me spread the word. I just hoped someone would Google “workplace bullying” and find me.

And then, someone did.

A small manufacturing company in the middle of nowhere reached out. Their COO was bullying employees, and while the CEO adored him and wouldn’t intervene, the CFO — way ahead of his time — recognized the toll it was taking. He finally convinced leadership to get help.

I thought, “I should audit this place.” That’s what I’d learned in grad school, anyway. So, I flew out there, stayed in a crummy motel, interviewed several employees, and — with no real plan — gave it my best shot. For $3,000, I ran my first client engagement.

Turns out, I had a ton of solid recommendations after those interviews. That moment sparked everything. I thought, I know how to make things better. I can do this.

And I did. I have been ever since.

Today, the terminology has evolved — “employee experience,” “DEI,” “toxic culture,” “bullying” — but one thing hasn’t changed: HR still has to fight uphill battles to get CEOs to take these issues seriously. Even with mountains of research proving the financial harm of toxic leaders, executives still hesitate to hold their toxic yet top performers accountable.

That’s why I was thrilled when Wiley asked me to write Navigating a Toxic Workplace For Dummies. It felt like a full-circle moment. After all these years, I now have a powerful platform to amplify the message I’ve been shouting since day one.

I didn’t need the validation — our work with clients speaks for itself. But hearing Wiley say, “I want you to write it,” no competition, no vetting… they’d picked me. It meant something. It felt like recognition for years of grinding, learning, and growing.

So thank you. To everyone who’s supported me over the years. And to the Civility Partners team — you are the engine behind our success. We may be small, but we’re working with multinational giants and the same kind of small, rural companies that gave me my start, and everything in between. With over 250 clients, our impact is wide and deep.

If you’re feeling overwhelmed by workplace culture issues — whether you’re strapped for time, short on people power, or simply don’t know where to start — reach out. We’re your people.

Check out my book and join our virtual book launch party on July 9th, at 11:00 AM PT. It’s more than just a celebration—it’s a chance to hear behind-the-scenes insights from me, join a meaningful conversation about creating positive workplaces, and connect with like-minded professionals. Plus, some lucky registrants will receive surprises!

It’s not just a guide. It’s a milestone.

PS: I’m incredibly grateful to everyone who participated in my book giveaway. Your thoughtful comments, personal stories, and commitment to creating better workplaces truly moved me and I read every single one with appreciation. All giveaway winners have been notified via LinkedIn messages. If you weren’t chosen this time, please know that your voice matters deeply. Your insights are powerful, and the work you’re doing to foster respect and kindness in the workplace is invaluable.

The post From Desperation to Determination: Reflecting on 16 Years of Growth appeared first on Civility Partners.

Sick of HR getting the blame for bullying? (For Dummies Excerpt)

As I was writing my upcoming book, Navigating a Toxic Workplace For Dummies (Wiley), I was reminded about all the research on workplace bullying that indicates HR gets the blame for bullying, HR is not helpful, and, in fact, according to the research, most often makes things much worse for people who complain of bullying.

I have always taken issue with this research because that’s just not been my experience. In over 16 years and almost 300 clients, of course I’ve come across this on occasion, but for me the norm is that HR has been trying to get permission from their CEO to address toxic behavior from one individual or a toxic culture causing turnover and other problems. 

I included the research in my book so readers have a full picture of potential outcomes of a complaint, but I also crafted a whole chapter for my HR readers to help them create a solid, fact-based argument for addressing toxicity at work (excerpted below). 

 

Here’s what research says on HR getting the blame for bullying

Here are some quotes from the book, Bullying and Harassment in the Workplace: Theory, Research and Practice (3rd Ed.), edited by big-name workplace bullying researchers, Einarsen, Hoel, Zapf and Cooper:

“Targets of bullying often express great dissatisfaction with the support and help they hoped to receive by HR.”“HR managers have frequently been portrayed as at best passive and uninformed in bullying cases, and at worst an accomplice, siding with the bully.” “HR managers tried to reframe the bullying situation, provide temporary solutions rather than addressing root causes or even tried to push away help-seeking targets.”

I noticed, however, that the author of this chapter, another big-name researcher, Denise Salin, is using a lot of research from 2010 through 2015 to make her point that HR isn’t an ally for targets of bullying. Hopefully 10 years later, HR has come a long way in terms of their response to complaints of bullying.

And, while the above scenarios are certainly very real for many people out there, I think Salin has failed to ask the question “WHY?” Why does HR not offer support? Why do they appear to side with the bully, or offer only temporary solutions?

These questions are important because their answers highlight that HR is still clambering for a seat at the table, to be heard, and to get support and money to implement their ideas for building a better work environment that attracts and retains talent. HR professionals join HR to make people’s lives better, and the reality is that they often can’t get permission from leadership to do just that.

Hence, the chapter in my book 🙂

 

How HR can build a case for culture change

Below is an excerpt from Navigating a Toxic Workplace For Dummies, due out in just under a month to help you make your case to leadership for solving toxic work problems. This is the section referring to the POWER method, designed by Granville Toogood in his book, The Articulate Executive in Action.

I’m offering a specific script here, and suggest that while you read it, consider whether you speak like this when presenting your ideas to leadership.

 

Punch

Open with a hard-hitting fact or cost-related impact to capture attention immediately. For example: “We’re losing 20 percent of employees within their first six months. This is costing us approximately $275,000 annually in lost productivity, recruiting, and training costs.”

 

One theme

Focus on one core issue and break it down with data and real-world impact. Use survey results, industry benchmarks, and other data that help you make your case. Be sure to use high-impact numbers that pack a punch —don’t dilute your argument with small percentages or too many numbers. 

For example: “In the last month alone, four employees left our call center, forcing the remaining ten to work overtime, costing us $25,000 in extra pay. Three more employees have just put in their notice due to burnout. I calculated the total turnover cost, including recruiting, hiring, and lost productivity. So far this year, we’ve already spent $250,000 replacing people who leave.”

 

Window

Support your case with industry research, expert opinions, or competitor examples. Leaders trust numbers and trends, not just opinions. 

For example: “An MIT study shows that a structured onboarding program including a buddy system with at least eight meetings can increase retention by 90 percent. Implementing this program would cost $70,000 over eight months in my time, the software, and the time to train my HR teammates, but it would save us $205,000 next year.”

 

Ear

Address any areas they may push back on before they’re brought up. For example: “I’m sure timing is on your mind, given everything else we have going on. My thoughts are . . . which aligns with . . . .” Also, ask questions to invite discussion and gauge their concerns instead of just talking at them. 

For example: “Any questions so far? How does this sound to you? Have any of your teams been impacted by turnover? What other information do you need to feel comfortable moving forward? What may make you hesitate to approve this initiative?”

 

Retention

End with a clear summary of what you’re proposing, why it matters, and how it benefits the business. 

For example: “This onboarding system will reduce turnover and increase productivity. The key components include a buddy program, rearranging training schedules to better integrate new hires, gamifying learning to help employees engage with our culture, and implementing software. The total estimated cost is $70,000, and we can roll it out in four months.”

 

What’s next

HR often gets a bad rap when it comes to workplace bullying. But from where I sit, that reputation doesn’t match the heart I see in so many of you. You’re the ones trying to make work better, often with limited support and under a ton of pressure.

Toxic workplaces are real. It’s chasing good people out the door, draining morale, and costing your company more than anyone wants to admit. But there’s a way forward. You now have tools, language, and a strategy to build a business case leadership can’t ignore.\

Don’t let old perceptions box you in. You do have a voice. You have the data and the passion.

For more tips, pre-order my book and join the virtual launch party! I’m sharing everything I’ve learned working with hundreds of organizations that wanted better, too. 

We’ll be joined by the amazing Garry Ridge, former CEO of WD-40 (yep, the company known for its incredible culture), and we’re giving away copies of Any Dumbass Can Do It: Learning Moments from an Everyday CEO of a Multi-Billion-Dollar Company. Plus, we’ve got a few fun surprises for lucky attendees, too.

Your seat at the table is waiting – let’s get you there with a message that matters.

The post Sick of HR getting the blame for bullying? (For Dummies Excerpt) appeared first on Civility Partners.

Take Care of Your Employees’ Mental Health: Employers’ Role in Addressing Burnout (Excerpt from For Dummies)

May is Mental Health Awareness Month. A good time to reflect on how work environments either support or sabotage employee well-being. Burnout is on the rise and employers’ role in addressing burnout has never been more important. If you’ve ever worked in a toxic culture, you know firsthand how it can chip away at your mental health. 

As an employer or leader, you play a critical role in creating a workplace that protects people from burnout, not one that causes it. Below is an excerpt from one of the chapters in my book, Navigating a Toxic Workplace For Dummies, coming out on June 26, 2025, to help you better understand your responsibility in supporting mental wellness at work.

(Don’t forget to order your copy, and register for the virtual launch party!)

 

Employers’ Role in Addressing Burnout

There’s been a focus on mental health and well-being, employee burnout, and stress management for a while, and the COVID-19 pandemic brought it to the forefront. Many employers offer Employee Assistance Programs (EAP), which are meant to help with a wide range of issues like substance abuse, financial and legal services, and caregiver support, and offer educational presentations on topics like stress management. 

 

Good Perks Can’t Fix a Bad Culture

Many employers also offer subscriptions to meditation apps, free access to the gym in their office building, pizza lunches on Fridays, or half days at the end of a big project. Flexible work schedules and remote work are also offered as a way to ease tension between work and life, and assist employees in maintaining their mental health and well-being. 

Though these are all great programs, they put the onus on the employee to manage their mental health while working in an environment that doesn’t support mental health. Employers who offer mental health benefits but don’t address the culture are in fact saying, “We don’t respect your mental health, as shown through the excessive workload, ignoring of your complaints about poor communication, and avoiding teaching managers to be great leaders. But here’s some stuff to help you manage the potential outcomes of the way we treat you.”

 

Address the Root Causes of Burnout

If the workplace is the root cause of poor mental health, then the employer must address those root causes in addition to offering resources.

One important way to do that is to train managers to be good leaders of the people they manage. Manager training programs and resulting behavior shifts should include:

Developing and maintaining a team culture of psychological safetyCocreating expectations for behavior and performance with the teamHolding the team accountable to group expectations through giving and receiving feedbackCoaching team members engaging in hurtful or exclusive behaviors such as gossip, microaggressions, incivility, and bullyingProactively building a positive team cultureDelegation and assisting team members in developing priorities, accomplishing goals and rewarding them when goals are achievedInnovative problem-solvingManaging emotions and stepping in to solve conflict among team members

 

Hold Managers Accountable with Measurable Standards

Once this series of trainings occurs, then managers can be held accountable for effectively managing through measures on the performance management system, for example, such as a specific core competency around managing team burnout. 

Core competencies are written as a set of observable behaviors. The idea is that a manager could observe someone engaged in those behaviors or not and therefore determine whether their employee is competent in that area or not. 

For the competency “Effectively Manages Burnout,” a director could measure the managers who report to them with a list of behaviors such as:

Communicates effectively about work product expectations and delivery timelinesEncourages teamwork and collaborationFinds innovative solutions to address work overloadMaintains a respectful work environment among the teamSkilled at solving interpersonal problems such as miscommunication or conflict among the team

And then measure each of those observable behaviors on a matrix to ensure objectivity and consistency. 

( Pre-order the book to get more ideas on creating and sustaining a thriving work environment. And then you can attend the virtual book launch party and get even more information!)

Renowned Culture Coach and Chairman Emeritus of WD-40 Company Garry Ridge will be joining us and we’ll be giving away copies of his best-selling book, “Any Dumb Ass Can Do It.” Trust me, you don’t want to miss this!

 

Ready to Lead the Change?

Mental health at work isn’t just about offering resources to people. It’s about removing the stressors that make those resources necessary in the first place. 

Leaders must model respect, transparency, and empathy. The organization must back that up with policies, expectations, and accountability. And every individual must be empowered to contribute to a culture that supports mental health and psychological safety.

The post Take Care of Your Employees’ Mental Health: Employers’ Role in Addressing Burnout (Excerpt from For Dummies) appeared first on Civility Partners.

4 Essential Positive Workplace Training Topics (Excerpt from For Dummies)

I’m just going to jump right in here and say that training alone won’t fix toxic behavior or turn around your toxic workplace. If it could, we’d all be ordering workshops like takeout.

When positive workplace training topics are done right as part of a broader and more intentional culture strategy, however, it can be a catalyst. Training offers tools, vernacular, confidence, connections, and the opportunity to shift old patterns.

Since my book, Navigating a Toxic Workplace For Dummies, is due out on June 26 (and you should pre-order it) I’m sharing an excerpt every week until it’s out. This week it’s about four essential training topics that can jumpstart meaningful progress in your endeavor to navigate and even turn around your toxic workplace.

 

Positive Workplace Training Topics That Set the Stage for Culture Change

The truth is there’s no shortage of training programs available for communication skills, each promising to enhance workplace culture in unique ways. Though the vast amount of options available for training may feel overwhelming, the key to locating the right topics for your culture change training program is to focus on foundational areas that address core challenges and set the stage for long-term success.

To that end, start with four essential training topics, each designed to create a safer, more collaborative, and productive work environment:

 

1. Civility and collaboration

When done well, the tools provided in a program like this will help the workforce approach differing perspectives with an open mind to foster an environment where respect guides every interaction.

 

2. Interpersonal communication 

Having deep knowledge of communication in interpersonal relationships will equip employees with the tools to connect and understand one another effectively. A training course on this topic should include the basics of how people develop their sense of self and their perceptions of others, and provide tools for active listening, empathetic conversations, and conflict resolution. Armed with this information, employees are prepared to turn misunderstandings and disagreements into opportunities for growth and stronger collaboration.

 

3. Harassment prevention – but not just the complianc-y one

This program should provide the foundation for a workplace where respect, civility, psychological safety and inclusivity are prioritized. This training should not only define harassment in clear and practical terms, it should also empower employees to address inappropriate behavior outside of harassment when they see it — including incivility or microaggressions.

 

4. How to proactively build a positive workplace culture 

This program should connect all of the elements above and align employee behavior with the organizational values you’re pushing forward. This training should teach strategies for taking consistent, proactive action toward a better work environment. A strong, thriving culture doesn’t just happen — it requires consistent, intentional effort and employees and managers who have the right tools.

(Navigating a Toxic Workplace For Dummies offers a longer list of suggested training programs, including for your managers and leaders.)

 

Ready to Go Beyond the Basics?

I’ve seen it too many times, organizations roll out a “soft skills” training series to solve a problem that training won’t solve, and then they move on. Employees know it’s performative. They can tell when a training is thrown at them as a quick fix, instead of as part of a meaningful strategy. And that realization may actually drive engagement down, because the training with no backing feels like a waste of time. 

If your team is burned out, disengaged, or just plain tired of dysfunction, the answer isn’t more fluff. It’s training that’s grounded in real tools, real research, and real conversations.

Navigating a Toxic Workplace For Dummies launches on June 26 and it’s packed with even more tools, real-world examples, and strategies to create a positive workplace.

Whether you’re in HR, managing a team, or the person who’s been quietly carrying the emotional burden of a toxic workplace, this book is for you. You don’t have to do it alone and you don’t have to guess what to do next.

When you pre-order the book, you’ll get access to our virtual book launch party on July 9th, a fun, interactive event where we’ll talk about the book and how to create lasting change (with a few surprises thrown in!).

And we’re thrilled to be joined by Garry Ridge, renowned Culture Coach and Chairman Emeritus of WD-40 Company and we’ll be giving away copies of his best-selling book, Any Dumb Ass Can Do It. Mark your calendar. This one’s going to be fun!

The post 4 Essential Positive Workplace Training Topics (Excerpt from For Dummies) appeared first on Civility Partners.

3 Remote-Specific Challenges & How to Overcome Them (Excerpt from For Dummies)

May 1st is International Workers’ Day. Hooray! I don’t know about you, but I am so thankful and grateful for my overseas team members. They are the wheels that keep this company moving forward!

Now that that’s out of my system, let’s talk about you.

Whether you have remote international workers, or local workers who are remote or hybrid, this flexible work option can create some problems for your culture if not carefully managed. Luckily, my upcoming book, Navigating a Toxic Workplace For Dummies, due out June 26, 2025, has a whole chapter dedicated to remote and hybrid challenges and their solutions.

 

Remote-specific challenges and solutions

Here are three of them directly from the book. (Yes, you’ll need to order the book to get the rest of the list.)

 

Proximity bias

Proximity bias presents a challenge in that those people “near you” are the ones more likely to get noticed by you. You might favor onsite employees over remote workers for promotions or “good” projects because you can see them, for example.

If one of your core values is teamwork, collaboration or inclusivity, then remote workers you can’t see need to receive the same amount of attention. And you miss out on potentially better qualified people if you limit yourself geographically.

Your solution is to use objective, measurable goals and outcomes to evaluate performance so that opportunities are given based on defined criteria and results, not visibility. And provide as many opportunities as you can for remote employees to be visible virtually.

 

Overcommunication fatigue

When most or everyone is remote, communication tends to happen more often through messages, chats, texts, and emails – the amount of which can be overwhelming and make it hard to decipher what messages require attention or response.

Employees get burned out if they feel a constant need to pay attention and quickly respond to a multitude of messages coming from various people about various things. You can’t do anything 100% if you’re constantly distracted.

The solution is to create guidelines for messaging in partnership with your workforce, such as adding “action required” to relevant messages or ensuring mass messages are used with caution. And, trust your team to meet deadlines without checking in constantly.

Also ensure the workforce knows that once they clock out, they’re not expected to review or respond to messages.

 

Difficulty managing performance

It may be harder to manage the performance of someone you can’t see. Expectations for work hours, availability, and deliverables may be unclear, distrust or resentment can arise from the use of tracking tools to monitor productivity, or some people may attempt to micromanage others to get a sense of what they’re working on. 

Consider that unclear expectations and lack of trust are alive and well in onsite workforces too, meaning all managers must get better at this. Constant check-ins or excessive monitoring tools indicate a lack of trust, causing anxiety and extra work, and a culture of micromanagement.

The solution is to ensure the workforce is measured on results and work product, not hours worked. If the deadline is Friday and the work is completed, the manager simply must trust that the employee is being productive. Managers should also get training on setting expectations for all aspects of work and coaching employees to help with accountability.

 

Don’t Let Distance Derail Your Culture

Just because your team isn’t sharing a physical space doesn’t mean you can’t build a strong, connected, and positive culture. It does mean, however, that you’ll need to be thoughtful, consistent, and a little creative. 

Remote work isn’t the problem – lack of intention and attention is. So take a step back, assess what your remote and hybrid team really needs to thrive, and get to work. 

Don’t forget to pre-order Navigating a Toxic Workplace For Dummies to get more tips on correcting and preventing the challenges that come with a remote and hybrid workplace. 

And you’ll get access to our virtual book launch party on July 9th – a fun, interactive event where we’ll talk about the book and how to create lasting change (with a few surprises thrown in!).

The post 3 Remote-Specific Challenges & How to Overcome Them (Excerpt from For Dummies) appeared first on Civility Partners.

Diversity Isn’t a Dirty Word: Where We Went Wrong

Earlier this year, I wrote a blog titled “DEI needed if hiring on merit is your goal” in response to Trump’s vow to “create a society that is blind to color and based on merit”. Based on the response I received, it quickly became clear that Trump isn’t the only one who thinks diversity, equity and inclusion (DEI) is affirmative action.

Somewhere along the way diversity became a dirty word. Misunderstood, politicized, and avoided altogether in workplace conversations.

Let’s set the record straight. Affirmative action may be one item on the list of actions an employer can take to build a diverse workforce, but it’s just one item on a very long list of options to build a diverse workforce, ensure everyone feels included, and are treated equitably. 

Yet somehow here we are, treating DEI like it’s taboo, and still hearing people mutter things like, “I’m fine with DEI as long as qualified people aren’t overlooked.” The irony here is that this is exactly what DEI is about. It’s all about ensuring qualified people aren’t overlooked. It’s about giving all qualified people the chance to show off their talents.

For those of us who know that, it’s maddening to see and hear that affirmative action has become how society defines DEI.

 

Diversity Isn’t What You Think It Is

Diversity isn’t about checking a box. It isn’t about quotas.

It’s about recognizing that various people have various talents, and that some people don’t have the same opportunities to show their talents off because of their socioeconomic class, gender, race, disability, or other characteristics.

It’s recognizing that bias could keep a woman pushed down in an organization whose leaders are all men, for example. It’s believing all of the valid research out there showing resumes with “cultural” names are less likely to get a call back than those with “white” names. (That is, equally or more qualified people with “cultural” names are being overlooked. Isn’t that what opponents of DEI say they don’t want?)

 

In fact, diversity is a strategic advantage: Companies with both gender and ethnic diversity in executive teams are on average 9 percent more likely to outperform their peers.76% of job seekers care about a company’s diversity when considering where to work.DEI efforts are valued by employees and can contribute to a more harmonious and inclusive workplace environment​

 

If Diversity Isn’t Defined by Affirmative Action, Then What Is It?

Welp, building a diverse workforce includes many options. Hundreds, in fact. But here are just a few ideas:

Beginning recruiting efforts in the early stages of life by offering mentor programs to schools in lower socioeconomic areas, so that you can locate the most qualified there and invite them to apply for jobs when the time comes. Newsflash, there’s probably a whole lot of qualified people there who get overlooked without programs like this. Take Etsy, for example, who has programs for young ladies to learn to code because they figured out that the most qualified coders can also be women, in addition to men.Using a diverse panel of interviewers with varied backgrounds to bring multiple perspectives in assessing candidates, and ultimately ensure the most qualified person is hired, not the one who is most similar looking to the boss.Providing in-house mentoring programs for employees in underrepresented groups, so the most qualified in that underrepresented group can get the same opportunities as those in the main group who are more easily seen and heard because they’re, well, represented.Offering workshops and training to the workforce so they can learn about things like effective intercultural communication, engaging in empathy and civility, how bias affects their decisions and behavior, and how to speak up if they believe someone is being overlooked or mistreated. All of this is so that the workforce doesn’t unintentionally keep qualified people pushed down in the organization just because they have a thick accent, for example.Offering flexible work or remote options so the most qualified person can work for you, even if they’re also a parent or caretaker who’s got responsibilities during parts of the workday.Offering healthcare options that cover a range of needs, including mental health services and support for various situations, so that the most qualified person who may also suffer from depression can be on your team.Delivering workforce surveys to understand whether the workforce perceives if qualified people in underrepresented groups are overlooked due to being, well, underrepresented.

 

What We’re Missing

Unfortunately, many workplaces unintentionally create cultures where some people thrive while others only get the opportunity to survive.

Here’s a simple example. My friend’s workplace was having a potluck lunch recently, and once my friend heard the list of what everyone planned to bring, she realized one person wouldn’t have anything to eat given her health and religious dietary restrictions. So, my friend made a dish specifically so that the one co-worker would have something to eat. My wonderful friend highlighted that diversity is compassion. It’s recognizing that the employee would be left out, and doing something about it. 

Now that was just lunch, but for many, lack of DEI programming equates to not being considered for jobs, promotions, or leadership roles.

 

Other subtle forms of exclusion might look like:Speaking louder to someone with an accent, assuming they won’t understand otherwise.Holding after-hours meetings, expecting parents or caregivers to just “figure it out.”Making decisions over drinks or in the group chat where not everyone is included.Judging a quieter team member as “disengaged” when their communication style is just different.

These behaviors may seem small, but they add up. They create invisible barriers that push people to the margins. Once again, DEI isn’t about giving unqualified people jobs. (How many times does this need to be said?!) It’s about including people. Period.

 

Time to Reframe the Conversation

Let’s stop dancing around the word “diversity” like it’s a liability. Let’s stop confusing DEI with “affirmative action” and start understanding it as a company culture strategy – one that unlocks engagement and performance because people feel like they belong.

If you want to work in a place where people feel respected, seen, and valued, this is the work you have to do. If you’re not sure where to start, we can help:

Identify cultural blind spotsTrain teams on inclusive behaviorsEmbed DEI into business strategy

Diversity isn’t a dirty word. It’s your organization’s untapped strength. Let’s talk about what happens when we finally treat it that way.

The post Diversity Isn’t a Dirty Word: Where We Went Wrong appeared first on Civility Partners.

4 Smart Ways to Use AI to Build Civility at Work

Use AI to build civility. SHRM reports that 66% of U.S. employees have experienced or witnessed incivility at work. And those moments of disrespect don’t stay isolated. They ripple. Research from Christine Porath at Georgetown University shows that incivility is contagious, dragging down performance, stifling creativity, and eroding collaboration.

Meanwhile, HR teams are stretched thinner than ever. Gartner’s 2024 HR Priorities survey discusses the expanding scope of HR work and the challenges faced by HR leaders, indicating increased demands and responsibilities. 

So here’s the paradox:

HR knows civility is critical.But they don’t have the time to strategically build it into the culture.And when things spiral into conflict, bullying, or burnout, they’re expected to clean up the mess.

That’s where AI comes in. Not to replace your empathy or expertise, but to amplify it. The right AI tools can spot early warning signs, scale what works, and give you the breathing room to be strategic instead of reactive.

 

Use AI to Build Civility at Work

Let’s explore a few ways AI can support you in creating a more respectful, civil workplace.

 

Spot Sentiment Shifts Before They Blow Up

HR often only hears about problems after they’ve festered into conflict or turnover. Sentiment analysis and natural language processing (NLP) tools can scan large volumes of qualitative data like survey comments, exit interviews, or anonymous feedback to detect shifts in tone or frequent use of negative words. 

This means you get a heads-up before things spiral and can take action proactively.

 

Automate Training Follow-Ups

You’ve rolled out the unconscious bias training. You’ve hosted sessions on respectful communication. But then… silence.

Let AI handle the check-ins.

Platforms can automatically send reflection prompts, personalized microlearnings, or nudges based on quiz scores or behavior trends. No more one-and-done workshops. Just continuous, consistent reinforcement without adding more to your plate. In fact, we’re working on building some microlearning sessions for this very purpose.

 

Use Chatbots to Give Employees a Safe Place to Speak Up

Let’s be real. Employees don’t always feel safe reporting incivility, especially when it involves senior leaders or influential team members.

AI-powered chatbots offer a low-pressure, always-available outlet for employees to speak up. These tools can anonymize input, track patterns, and flag repeated issues like bullying or exclusionary behavior. You get actionable insights without putting employees in the hot seat.

You might also encourage your employees to use AI to practice having a crucial conversation. They might enter a prompt and ask AI to act in ways that emulate the individual they want to talk to, for example, and then practice having the conversation.

 

Personalize Development Plans with AI Insights

AI tools can analyze performance reviews, 360 feedback, and culture assessment data to recommend leadership development plans. That means you can zero in on abrasive behavior patterns and offer coaching instead of consequences. 

And when you’re ready to coach those leaders, we’re here to help you turn things around with real strategies that rebuild trust.

 

Incivility Is a Human Problem So You Still Need Humans

AI is a tool. A powerful one. But it’s not a cure-all. 

If you’re serious about creating a civil, respectful workplace, combine AI with a human-centered strategy. Use the data. Free up your time. Then invest in what really moves the needle – building trust, coaching leaders, and fostering accountability.

That’s where we come in. We offer comprehensive solutions to help organizations cultivate respectful and inclusive workplace cultures:

Our in-depth and customized climate assessments uncover what’s really happening under the surface so you know where to focus your efforts. We’ll help you gather employee feedback and use AI to analyze sentiment. From there we deliver actionable insights – developed by our consultants, not AI – that become the foundation for change.

Let’s turn chaos into culture and give your people the workplace they deserve.

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Offensive Terms to Avoid: What You Say Matters More Than You Think

According to SHRM, 66% of U.S. employees have experienced or witnessed incivility in their workplace. The most common forms include addressing others disrespectfully and interrupting others while they are speaking.

Meanwhile, a Deloitte survey reveals that 84% of respondents prioritize improving their well-being, with 74% considering it more important than advancing their career. This underscores the growing emphasis employees place on workplace well-being and respect.

Let that sink in: Respect isn’t just nice to have. It’s expected.

And yet, some of the very terms we use without a second thought may be undermining that respect. The truth is, some of the words and phrases in the American English language come loaded with painful, harmful histories. Don’t unlearn them because you need to cater to people “being too sensitive.” Unlearn them because the people around you seek respect just as you do, and continued use of them is continued oppression.

It’s everyone’s responsibility to create workplaces where people feel seen, valued, and safe.

 

Offensive Terms to Avoid

Language is ever evolving. Consider how the word “friend” has evolved over time – it used to mean someone you know and trust, and now it means your 423 connections on Facebook. Stream used to mean something like a river, but now it describes the process of transmitting data.

As language evolves before our very eyes, let’s rotate out the unintentionally offensive words, such as the ones mentioned below. Check them out and see what to say instead.

 

“Rule of thumb”

This phrase is often used to mean a general guideline, but it originated from an old English law allowing a man to beat his wife with a stick no wider than his thumb.

What to say instead: “As a general guideline” or “typically speaking.”

 

“Grandfathered in”

Often used to describe someone being exempt from a new rule. But its origins trace back to post-Civil War voter suppression laws in the U.S. South so the history behind it is problematic.

What to say instead: “Legacy status” or “exempt under prior rules.”

 

“Pow-wow”

Frequently used to mean a meeting or quick chat, this term is a reference to Native American ceremonial gatherings and using it casually is disrespectful to its cultural significance.

What to say instead: “Team huddle” or “brief meeting.”

 

“Spirit animal”

This phrase has deep spiritual significance in many Indigenous cultures. Using it casually can trivialize that meaning.

What to say instead: “I really relate to…” or “That really speaks to me.”

 

“Man up”

This phrase reinforces harmful gender stereotypes, suggesting that strength or bravery is only valid if it’s masculine. Here’s a 3-min Always commercial that really highlights how powerful this language is and why it needs to stop. 

What to say instead: “Take responsibility” or “Step up.”

 

“Master bedroom”

Whether this phrase is rooted in history or not is unclear, but it certainly has a connotation related to slavery. You may have already seen the real estate industry adjust to remove this phrase, so let’s keep it going.

What to say instead: “Largest bedroom” or “main bedroom.”

 

You can check out more terms to avoid in our DEI Terminology Cheat Sheet for free.

 

Make Respect the Default

If you’re reading this and thinking, “Wow, I’ve used some of these before,” you’re not alone. We all have. What matters is that you’re here, learning, and committed to creating a workplace where respect is practiced every day, in every conversation.

Keep building up your communication skills by taking Catherine’s LinkedIn Learning course, Communicating with Civility and Respect at Work. It’s a great resource for strengthening respectful interactions at work.

And if you’re working on shaping a healthier, more inclusive culture, we’d love to support you. Let’s keep the conversation going, one word at a time.

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