How to avoid sending all the wrong messages when we try to make things better
By: Bill Zolis
I have to admit that I never heard the term “care washing” until quite recently, but when I looked into it and did a little research, I realized that it can be a real phenomenon – and a real problem.
I guess the term comes from “green washing” in which some governments or organizations go through the motions of trying to seem more environmentally responsible without actually making much of a difference.
Care washing, then, would be statements made and actions taken in the workplace, seemingly designed to take care of the physical, mental and social well-being of employees, that in fact turn out to be ineffective or even counter productive.
It’s a big mistake, and one that we can easily make, even with the best of intentions.
The first question is, What exactly do we mean by “care?” As we have discussed in this blog many times before, a caring organization is one in which – first of all – senior management cares about the well-being of everyone in the workplace. Their health and safety. Their access to benefits that make a difference. Their emotional wellness. Their ability to grow, to enjoy success and to feel that they are supported in doing a good job and striving to make a difference. It’s about fairness, recognition, and accommodation.
Second of all, that commitment from management has to pervade the organization, to be a part of the culture. That means managers and supervisors are on board and see workplace wellness as a part of their mission, and it means that employees feel a connectedness to their work, their co-workers and their employers.
This is very much a long-term process. I’ve seen this and lived this myself at Penmore. We’ve grown considerably over the last few years, and we’ve seen a lot of changes, but one thing that remains constant is, well, I think I would call it an expectation that is communicated throughout the organization – an expectation that we will always be looking for ways to make progress in building a well workplace.
So where does it go wrong sometimes? I would say that the basic problem would be a disjoint, a lack of clear connection between what the organization says about its mission and values on the one hand, and the actual day-to-day culture that employees experience on the other hand.
A disjoint like that between “the talk” and “the walk” in organizational culture can be very counter productive. It can lead the cynicism among employees, of course. And it can also make it harder to introduce any positive change, since workers just won’t believe it and, as a result, will be reluctant to buy in.
So, what can leaders in the workplace do to improve the outcomes and avoid some of the pitfalls? Here are some ideas.
– First, you have to believe in it yourself. Look at your situation and ask yourself, What’s going to make a real difference for us? What will work here and what won’t work here? What positive change can you bring about that you can truly believe in yourself? This applies as much to large organizations with many levels of management as it does to smaller companies where the owner is hands-on and knows every employee by name.
– Model the attitudes and behaviours you want to encourage in others. The best way for a leader to get people to care for the well-being of others is treat them with that same care and respect you expect them to show others. That applies at any level of the organization – model the behaviour you want to see, and it will spread.
– Be wary of top-down prescriptive policy. Yes, the commitment starts at the top, and it has to be there to set the goals and provide the tools. But a policy that prescribes an outcome, that basically says, “Everyone will he happy” is going to fall on its face.
– Don’t over-promise. The big announcement of major change runs the risk that people hold back and say, “I’ll believe it when I see it.” Far better to start making changes and have people think, “I’m seeing it, and I’m starting to believe it.”
– Take small steps and look for the easy wins first. It’s tempting, especially for executives used to dealing with large and complex issues, to look for the comprehensive solution, to make big changes. While I wouldn’t discourage “thinking big,” I would suggest that “doing small,” and doing it repeatedly, is the way forward in changing organizational culture.
– Consult and be prepared to listen. The kind of consultation I’m talking about consists mainly of the daily interaction and even the casual conversations that happen every day. Make it part of the culture to talk to people, to really think about what you’re hearing, and to turn the concerns you hear into positive change.
– Be very careful with broad, open-ended consultations such as surveys that ask questions like, “What other benefits would you like to see?” The potential pitfall is that people filling out the survey will feel they have to suggest something – anything. Then, if you can’t deliver the whole wish list, you risk creating cynicism.
– Free your managers and supervisors to act. The incremental changes, the things that make a difference, probably won’t come from the CEO or the owner. Make sure that everyone in a position to make change – yes, to take chances – is encouraged and supported in doing so.
– Follow up on any action you take. When you make changes in response to what you’re hearing from your people, be sure to follow up, to monitor the effects and to ask people if it’s working for them. And be prepared to change course if it isn’t working.
– Celebrate the small wins – and the big ones – along the way. When changes are well received and make a positive difference, build on that success by holding them up as examples of what you want to achieve, and asking people what else you can do.
– Be protective of the culture you are building. Another way to describe the culture of a workplace – the positive culture of communication and respect and caring – is simply to call it “the way we do things here.” When changes happen, when new challenges arise, make sure that they are addressed in terms of “how we do things here.”
– Never think that you’re finished. Building organizational culture never stops. It needs to be worked at every day and carefully maintained in everything we do. In fact, I would say that it comes full circle: maintaining the culture of caring is itself a part of the culture.
Okay, we’ve come a long way from where we started with the concept of care-washing, and I think I can sum the whole thing up pretty simply. It’s not care washing if you really care.
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As we come to the end of another year, I’d like to thank you for the kind words and feedback you send me and, most of all, for sticking with me when there are so many other things popping up in our in-boxes. I’m particularly happy to report that our last blog, “Stress: The Problem Without the Solution” received the most readership of any blog we’ve done in the last 10 years.
That said, I’d like to wish you and yours a wonderful Holiday Season and all the best for a Happy New Year. See you in 2025!
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I’m deeply humbled and honoured to have received the Ajax Civic Award last night, surrounded by my family and loved ones. This recognition means so much to me, and I’m incredibly grateful for the support I’ve received from the community over the years.
A special thank you to the Honourable Mark Holland and MP Patrice Barnes for presenting me with the scrolls, and for their continued commitment to our community.
Celebrating this milestone alongside my family was truly special. I look forward to continuing to serve and contribute to making Ajax an even better place for all. What an amazing evening. Thank you.
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I really appreciate comments, ideas, suggestions or just observations about the blog or any other topics in benefits management. I always look forward to hearing from readers. If there’s anything you want to share, please email me at bill@penmorebenefits.com.
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