Tall poppy syndrome is a cultural phenomenon that refers to the tendency of individuals to criticize and cut down successful people or businesses that stand out in their respective fields. It is a social phenomenon that can have a significant impact on a business’s bottom line as well as the workplace communication and culture. Tall poppy syndrome often manifests as cutting down top performers to a more average or “middling” line. It can demoralize employees and it creates a toxic work environment that is not beneficial to any aspect of business.
Communication is a critical aspect of workplace culture, and when tall poppy syndrome is present, it can lead to negative communication patterns that can harm the work environment. This can include negative feedback, rumors and gossip about successful individuals or businesses. These negative communication patterns can create a toxic work environment that can affect employee morale and, ultimately, the business’s bottom line.
This effect on workplace communication can lead to a lack of camaraderie and collaboration within the workplace. If individuals are afraid to stand out and be successful, they may be less likely to share their ideas or collaborate with their colleagues. This lack of communication and collaboration can lead to a stagnant work environment that is resistant to change and innovation.
Tall poppy syndrome can also affect workplace culture by creating an environment where individuals are afraid to speak up or provide feedback. If individuals are afraid of being criticized or cut down, they may be less likely to provide feedback or speak up when they see something that needs to be addressed. This can lead to a lack of accountability and a culture that is resistant to change.
To combat the negative effects of tall poppy syndrome on workplace communication, businesses can take several actions. Firstly, businesses can work to create a positive work environment that values collaboration, open communication and feedback. This can be achieved by providing training and resources that support effective communication and collaboration. Businesses can also encourage and reward employees who speak up and provide feedback. By doing so, businesses can create a culture of accountability and open communication where individuals are encouraged to share their ideas and opinions.
Businesses can work to address and combat the negative communication patterns that arise from tall poppy syndrome by utilizing “rules of engagement” when it comes to workplace communication. This can be achieved by promoting positive communication patterns such as constructive feedback, active listening and open dialogue. Discussing how individuals communicate and how they wish to be communicated with can make a very large difference by improving employee confidence and morale. Being heard and understood can do wonders for each individual employee and demonstrates the support of business leadership. Businesses can also work to address any negative behavior and provide resources and support to employees who may be struggling with this cultural phenomenon.
In practice, developing positive workplace communication habits can be broken into three key aspects.
Michael Beer, a professor at Harvard Business School and author of “High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage,” says leaders of high-performing organizations view their employees in a way that differs from other leaders.
“They see them as an asset, and care about them as people and work hard to frame the mission of the firm in a way that creates meaning,” Beer writes. “Consequently, they manage downturns very differently.”
These leaders don’t fixate on short-term results. Instead, they plan ahead and consistently guide the efforts of all employees, using three fundamental disciplines: honest communication, respect and a personal commitment to doing what they say.
Open Communication
Creating and effectively communicating a vision is a vital leadership role, according to Carol Stephenson, dean of the Richard Ivey School of Business at Western University. In a speech she delivered — Leadership in Transformational Times: The Critical Role of Communications, Values, and Vision — she compared effective leadership to a compass in a storm. The best leaders point the way through change with a vision that inspires all employees. This is why successful leaders also reinforce values in their communications. “Shared values provide direction during times of uncertainty, comfort during periods of difficult change, and inspiration in the face of opportunity,” Stephenson said.
Dom Caruso, president and COO of Leo Burnett Canada, stresses the importance of communicating and listening more during difficult times. His company conducts a comprehensive annual survey to learn what’s on employees’ minds. A few times a year, management also holds town hall meetings to share successes and challenges and to address these and other priority issues.
While technology is increasingly taking over, for these leaders it never replaces face-to-face communication. Making an effort to connect personally with employees, particularly when times are difficult, they find, reduces misunderstandings and builds trust.
Personal commitment
Dom Caruso makes the point that securing employees’ commitment also requires walking the talk. “People need to know there is no gap between what management says is important and what actually happens,” he says. Leaders’ actions are expected to be consistent with their communications, addressing adverse circumstances in a way that respects the organization’s vision and values.
Respect
When executives are guiding employees through major transitions, they ask for input and respect the opinions they receive. They also acknowledge results and express gratitude. Caruso affirms that leaders must recognize the impact of their tough decisions and show appreciation to people for their efforts and sacrifices.
Businesses can work to create a culture of innovation and excellence by encouraging individuals to share their ideas and collaborate with their colleagues. This can lead to a more dynamic and adaptive work environment that is better equipped to respond to changes in the market, and it helps to build healthy working relationships, where employees not only work with one another, but also understand one another as co-workers and human beings.
To oppose tall poppy syndrome, businesses can promote positive communication patterns and address any negative behavior. By doing so, businesses can create a culture of accountability, innovation, and excellence that will benefit both the employees and the business as a whole.
Barbara Morris-Blake, CEO of Elevate Organizations, draws on more than 20 years of experience working with leaders in diverse organizations – from C-suite executives of multinational corporations to entrepreneurs to managers in nonprofits. She deeply understands workplace dynamics and the role of culture in the success of individuals, teams and the bottom line.
She is also a Certified Professional Coach and a member of the International Coach Federation with a deep understanding of psychometric tools and is a Certified Lumina Practitioner and a Predictive Index Partner.
Morris-Blake is also a founding member of Up With Women, a nonprofit organization that partners previously homeless women with business coaches to help them develop in their careers.
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