Corporate Culture and Sexual Harassment, Why Behavior Defines the Standard

In the wake of the #MeToo movement, organizations across the country began revisiting long overdue workplace behavior policies. Many focused on legal definitions of sexual harassment. That response is understandable. When managing risk, leaders often start with legal thresholds.

But is the legal definition really the standard we want defining our culture?

I have seen firsthand how quickly executive teams default to legal language when addressing workplace conduct. It feels prudent. It feels safe. Yet legal definitions are inherently complex and often ambiguous. They establish the minimum acceptable behavior, not the aspirational standard that defines a healthy organization.

“Come work for us, our culture is defined by legally acceptable behavior.”

That is hardly a compelling value proposition. Nor is it a legacy most family businesses aspire to leave behind.

If our benchmark is simply avoiding litigation, how do we measure success, fewer lawsuits filed? Lower settlement costs? While slightly tongue in cheek, these are real questions leaders must confront.

The Difference Between Values and Behaviors

Years ago, Don Schmincke, an anthropologist and business consultant, shared with my Vistage group a powerful framework connecting Beliefs, Values, Behaviors, and Culture.

His insight was straightforward. Values and value statements are attempts to articulate what we believe in. They serve a messaging function. However, they rarely drive culture in a deliberate and measurable way.

Behavior does.

When we translate values into explicit behaviors, verb based statements that describe observable actions, we make culture tangible. Integrity becomes more than a word on a wall. It becomes a standard of conduct that can be modeled, coached, reinforced, and measured.

Culture, after all, is the aggregation of how we behave.

If we clearly define the behaviors aligned with our company’s long term success, and equally define those that could undermine it, we gain the ability to coach and correct in real time. This approach moves culture from aspiration to accountability.

Managing Risk by Raising the Standard

Sexual harassment represents one of the most damaging risks to individuals and organizations alike. Beyond legal exposure, the reputational, relational, and cultural consequences can be devastating.

By defining culture through explicit behavioral expectations, organizations demonstrate good faith in preventing misconduct. More importantly, they create clarity. Employees know what is expected. Leaders know what must be addressed. Standards are not left to interpretation.

The question is not only whether an organization can be sued for failing to prevent harassment. The deeper question is whether it has done everything reasonably possible to cultivate a culture where such behavior is inconsistent with who the organization is.

When culture is intentionally shaped around clearly defined behaviors, companies position themselves for sustainable competitive advantage. They protect their people. They protect their legacy. And they strengthen their strategic foundation.

SCHEDULE A FREE CONSULTATION

If you would prefer to take intentional steps toward defining and aligning your company’s culture with its strategic goals, we should talk.

Schedule a no obligation consultation and explore how a behavior based approach to culture can strengthen your organization for the long term. BOOK HERE or contact me at John@PathfinderGroupUS.com.