In an era of heightened polarization, where workplace dynamics and public discourse are more charged than ever, practicing civility has become not just a courtesy, but a strategic imperative. During a Wonk Week session, Emily Dickens, Chief of Staff and Head of Government Affairs at SHRM (Society for Human Resource Management), shared her insights on why civility is crucial for fostering productivity and collaboration in today’s political landscape. With her extensive experience in HR and government affairs, Emily offers practical guidance on how to lead with civility, both within organizations and in broader public engagement.
Meet the Expert
Emily Dickens is a respected leader at SHRM, the world’s largest HR association with over 340,000 members in 165 countries. Her dual role as Chief of Staff and Head of Government Affairs places her at the intersection of policy, leadership, and workplace culture. With a background in law and public policy, Emily is an advocate for civil discourse in both political and professional environments. Her insights on managing workplace dynamics during politically charged times are informed by years of experience working with business leaders, HR professionals, and policymakers.
The Business Case for Civility
Emily began her presentation by sharing startling statistics about the rise of incivility in the workplace. According to SHRM research, 40% of U.S. workers have experienced or witnessed incivility at work. Worse still, 58% of workers believe that society is generally less civil today than it was five years ago. “We spend most of our time at work, and if 40% of the things we see and experience there are not civil, that’s a problem,” Emily emphasized.
The consequences of this incivility extend beyond strained relationships. Emily pointed out that incivility leads to decreased productivity, higher turnover, and even physical threats in extreme cases. She cited SHRM data showing that 54% of workers have witnessed threats made due to political disagreements. “We love that people care about elections, but we’re not sharing our opinions in a way that allows for real dialogue,” she explained.
Civility as a Strategic Imperative
Emily argued that civility is not just about being polite—it’s a strategic necessity for organizations seeking long-term success. Drawing on her experience, she described how the erosion of civil behavior in Congress after the elimination of earmarks, and how long-term memories of past incivilities, such as in the North Carolina legislature, can shape toxic political environments. “People remember how you make them feel,” Emily remarked, underscoring the long-term damage incivility can cause to relationships in both politics and the workplace.
For businesses, the key to fostering civility lies in leadership. Emily emphasized that leaders must set the tone by being transparent, empathetic, and willing to listen. “Transparency and trust are key. If you’re a people manager or an individual contributor, people want to believe what you say to them,” she said.
Five Pillars of Civility at Work
To guide organizations toward more civil workplaces, Emily outlined five key ingredients for civility:
- Grace: Give others the benefit of the doubt and assume good intent.
- Transparency: Be honest about expectations and policies.
- Empathy: Understand others’ challenges while maintaining focus on the work that needs to be done.
- Respect: Treat others with kindness, even when disagreements arise.
- Trust: Build trust through consistent, fair, and transparent actions.
“Everything we need to know we learned in kindergarten,” Emily said, referencing the simple yet profound lessons of treating others with kindness and respect. She also highlighted the importance of creating clear boundaries in the workplace. “It’s important to know what you need to help someone do their job, but you don’t need to know everything about their personal life,” she advised.
Practical Steps for Promoting Civility
Emily offered actionable advice for promoting civility within organizations, starting with establishing a culture of respect and open communication. “Culture eats strategy for breakfast,” she said, warning that even the best business strategies can fail if the workplace culture is toxic. She recommended that leaders:
- Create clear civility policies: Set expectations around behavior, especially in politically charged environments.
- Train employees on civility: Civility training programs can help employees learn how to navigate difficult conversations and resolve conflicts productively.
- Recognize and reward civil behavior: Just as organizations reward good performance, they should also acknowledge and celebrate employees who demonstrate civility in the workplace.
Handling Post-Election Workplace Dynamics
With the 2024 election on the horizon, Emily urged organizations to prepare for potential workplace tensions that could arise in the aftermath. Drawing from her experiences in previous election cycles, she noted that emotions run high during election seasons, and workplaces need to establish ground rules for political discussions. “Set expectations now, before November 5th,” she advised. By clearly outlining acceptable behavior and offering support for those who may struggle emotionally with the results, organizations can maintain a productive and respectful environment.
Emily also stressed the importance of supporting managers in navigating these complex dynamics. “Managers are managing people’s emotions, goals, and dreams, and that’s exhausting,” she acknowledged. Providing managers with tools for conflict resolution and empathy can help them maintain civility in their teams, even during tense times.
Engaging in Difficult Conversations
In the Q&A portion of the session, audience members raised questions about how to handle difficult conversations with neighbors or colleagues who hold opposing political views. Emily’s advice? Lead with commonalities. “If you have the opportunity to learn something you share in common with someone, lead with that rather than focusing on your differences,” she suggested. By finding shared experiences or interests, people can build bridges even in divided environments.
For government affairs professionals who need to work across party lines, Emily recommended focusing on education and shared goals. “We lead with policy, not politics,” she explained, adding that organizations should create opportunities for bipartisan discussions by hosting events and inviting people from both sides to participate.
Conclusion: Civility Is the Foundation of Success
As workplaces continue to navigate the challenges of polarization and political division, Emily Dickens’ insights offer a roadmap for fostering civility and collaboration. By leading with transparency, empathy, and trust, organizations can create environments where employees feel respected and valued, even in times of disagreement. For leaders, promoting civility is not just a moral obligation—it’s a strategic imperative that can drive long-term success in today’s complex world.
SHRM’s resources on civility and workplace culture are readily available to help organizations implement these strategies, offering guidance for creating more civil, productive, and inclusive environments.