Time for a Refresh on Workplace Professionalism

While social distancing these days refers mostly to the physical distance we maintain, workplaces have always been a place where the navigation through emotional and personal distancing is often challenging. We are encouraged to establish close and caring relationships with our coworkers and somehow keep a professional “fence” up in certain areas. For some employees, navigating through these “professional boundary” territories is tough and guidelines are often unclear.

Those who enter the supervisory realm may find increased and amplified challenges for remaining “socially distanced” while staying connected to the team. Remote work also creates some new challenges for professional boundary maintenance.

Our consulting team was discussing recently the numerous calls we have received over the years about employees with “bad boundaries” (the catch-all term workplaces use when describing a set of behaviors that brings some degree of management discomfort). It is the ensuing or emerging trouble resulting from these behaviors that usually drives the call and the concerns. Employees are complaining, risk managers are on high alert, and employees’ “rolling-of-the-eyes” moments are creating an unsettling atmosphere.

Policies to the rescue? Boundary skill-building to the rescue? Perhaps a bit of both.

While most job descriptions reference positive team behaviors, great customer service, and professional behavior, few outline in any detail what the specific desired behaviors are. Many professions have specific ethical and professional behavior statements. Many do not. Workplace respect policies can help define expectations, but often leave a bit open to interpretation.

Clearly outlining desired behavior can definitely help. Defining and listing those behaviors that are undesirable may also help. Clear expectation is always the cornerstone of positive performance management. Our experience is that employees, if they are to grasp this boundary thing, need time to discuss and process some real-world examples, and to unpack what their work culture is asking of them. In our trainings we look at these and other RED FLAGS:

• Public conversations about staff behaviors
• Public conversations about personal lives
• Sexual innuendos
• Referencing employee ethnicity or other protected classes
• Personal sharing about clients, management, team members
• Social time with coworkers or subordinates
• Social media interactions
• Over-involvement with coworkers

Then we can have constructive conversation about the art of navigating through these and the importance of being proactive in addressing concerns that arise. We recognize that these are not new issues. Perhaps they are amplified by recent workplace changes and dynamics. A thoughtful, proactive approach should help us steer clear of awkward and unproductive moments.