We would all like to work in a civilized workplace where people get along and get work done. But it doesn’t always happen. Building such an environment boosts morale and leads to more success.
In his article, “Building The Civilized Workplace” Robert Sutton offers advice.
He writes that toxic individuals—commonly referred to as “jerks” or “bullies”—are a pervasive problem that causes significant harm both to the people they work with and to the organization itself.
A great example of the importance of a jerk-free workplace comes from SuccessFactors, a fast-growing software company. CEO Lars Dalgaard introduced a no-jerk policy strictly upheld across the organization. Employees must follow 14 “rules of engagement,” emphasizing respect, collaboration, and accountability. Dalgaard even holds himself accountable, apologizing when he falls short.
The impact of workplace jerks isn’t just emotional—it has measurable financial consequences. Studies show that employees subjected to bullying or abusive behavior suffer from lower job satisfaction, increased stress, anxiety, and depression, often leading them to leave the organization. High turnover and reduced productivity from those who stay can significantly affect a company’s bottom line. Research highlights that negative interactions at work have a stronger, longer-lasting effect on employees’ moods than positive ones, diminishing cooperation and innovation.
Sutton introduces the “Total Cost of Jerks” (TCJ) to help companies estimate the financial toll of a toxic workplace. These costs can include legal fees from lawsuits, expenses related to turnover, loss of potential hires, and damage to the company’s reputation. Companies led by or tolerating bullies may experience client loss, reduced investor confidence, and strained relationships with external partners. A notable example is Neal Patterson, CEO of Cerner, whose leaked bullying email led to a 22% drop in the company’s stock value in just days.
Sutton offers five strategies for creating and maintaining a respectful workplace to address these issues. First, make the no-jerk rule explicit and consistently enforce it by acknowledging mistakes and disciplining repeat offenders. Second, hiring and firing should prioritize cultural fit and attitude, as seen in companies like Southwest Airlines and the law firm Perkins Coie. Third, train employees in constructive conflict resolution to prevent intimidation or disrespect. Fourth, extend the no-jerk rule to customers and clients, ensuring abuse is eliminated both internally and externally. Lastly, focus on managing everyday interactions that shape workplace culture, promoting an environment of ongoing respect and civility.
Sutton’s argument for a bully-free workplace highlights both economic and human benefits. By recognizing the high cost of toxic behavior and enforcing clear policies to prevent it, organizations can cultivate environments where employees feel valued, collaboration flourishes, and performance improves. In today’s interconnected world, promoting a culture of respect is not just a moral responsibility—it’s a business imperative.
If you are concerned about the culture of your workplace, you will find this article helpful.
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