Embracing Discomfort: the workplace challenge function

Challenging executives on their assumptions, ideas and processes is an essential practice in every organization. Questioning the status quo can lead to increased efficiency, innovation and mitigate risks before they become issues.

Yet, few people do it.

It’s easy to understand why. No one likes the long silence after a suggestion or a Paddington Bear hard stare. Then there’s the dreaded post-meeting pull-aside where someone hisses in your ear, “you don’t seem to appreciate how we do things around here!”

There’s no denying that it’s always easier to go with the flow. Even when the tide pulls out so far that you sense a tsunami is coming. Some organizations have entrenched cultures that value the status quo simply because it has worked for them so far. Other leaders may be susceptible to confirmation bias. That’s when someone favours information that upholds their preconceptions, and pays little consideration to data that does not. The challenge function is also hard to exercise in hierarchical organizations . That’s why we often hear about the need for “culture change” in the armed forces and police services.

Yet, even in the most change-resistant organizations, the ones who speak up often work in communications. With duties such as media monitoring and stakeholder outreach, communicators are well-connected and well-informed about what people are saying and doing outside the workplace bubble. They are also responsible for ensuring that executive messaging and activities align with the institution’s values, mission, and strategic objectives. Finally, the best people in public relations have great strategic awareness that helps them identify organizational risks and reputational issues.

But that doesn’t mean communicators relish the opportunity to point out problems in the workplace.

As a former investigative and political journalist, I questioned a lot of people in authority. I still do in my professional and volunteer work. It’s a skill that I advise friends and clients to raise at the earliest opportunity - the job interview.

You know when the HR lead asks if you have any questions about the company? That’s your cue to ask about the institutional culture and how the leadership team responds to constructive feedback. Starting this conversation at the outset will give you insight about the organization’s appetite for your expertise.

Here are my top five tips for you to provide your best professional advice to an executive who may not want to hear it.

1.     Frame your ideas within the context of living up to the organization’s values. Institutional values such as accountability, innovation, customer commitment and work-life balance are the foundation of every workplace culture. Executives should want to hear ideas that live up to those values more efficiently, transparently, with more employee engagement, etc. That’s why it’s so important that you don’t make the mistake of joining an institution with values that don’t match your own.

 2.     Use evidence and facts to backup your recommendations. It’s hard to dismiss compelling information, examples and evidence.

 3.     Try not to point out problems without having ideas on how to fix them. This will showcase your problem-solving skills.

 4.     Be an empathetic listener. Challenging assumptions, traditions and out-of-date practices can inadvertently hurt the feelings of your co-workers. Show respect for those who are attached to the old way of doing things and resistant to new ideas. Change is hard.

 5.     Accept that you might be wrong. You may be in the dark about important context and information that would affect your recommendations. Perhaps your idea is just a bad one. It’s not a big deal. If you tried all of the tips above, you’ve just demonstrated how much you care for your workplace. Don’t forget this wonderful quote from Anne of Green Gables by Lucy Maud Montgomery,

“Next to trying and winning, the best thing is trying and failing.”