Signal File: how unwritten rules of work shape culture
From the glass cliff to interview etiquette and blurred boundaries, this week’s signals explore how unspoken norms continue to shape who gets ahead at work
‘The culture of any organisation is shaped by the worst behaviour the leader is willing to tolerate.’ This quote originates from authors Steve Gruenert and Todd Whitaker, from their book School Culture Rewired in 2015.
This state still stands true today. Workplace culture is often defined less by policy than by the unwritten rules. This week’s signals show how the personal experiences of leaders, shifting ideas of professionalism and everyday behaviours between colleagues continue to determine who is hired, promoted and trusted. These developments suggest organisations that want fairer, healthier cultures will need to make their unwritten rules visible, and question who those rules really serve.
A daughter narrows the pay gap
New analysis from The Economist of a Review of Economic Studies paper tracking every worker and company in Denmark between 1992 and 2017 finds that when male managers have their first daughter, the gender pay gap at their firms narrows. Women’s earnings relative to men’s rose by 4.1% and the share of women employed rose by 4.5%, an effect that lasted for as long as the manager stayed. Having a son made no real difference, and the gains came mainly through hiring and promotion.
In action: Organisations may need structured hiring, promotion and pay processes so that equitable outcomes do not rely on the life events of individual leaders.
The ‘glass cliff’ divide
McKinsey & Company has distanced itself from a senior partner who publicly questioned whether the glass cliff, the pattern of women being offered CEO roles at struggling companies, really exists. The debate is backed by data; over the past decade, women CEOs of Russell 3000 companies left after an average of 6.2 years compared with 8.9 years for men, and were more likely to be forced out. Research from the academics who coined the term shows women tend to recognise the phenomenon while men are more likely to dismiss it.
In action: Organisations may need to examine the conditions women leaders inherit and the support they receive, not just how many reach the top.
An iced coffee tests the meaning of professionalism
A viral debate reported by People Management, sparked by a recruiter criticising Gen Z candidates for bringing iced coffee to interviews, has reopened the question of what professionalism means today. The Chartered Management Institute finds 45% of managers see professionalism as a skills gap among young people, while recruitment specialists at Morson warn that judging candidates on unwritten rules risks bias against those with less exposure to corporate environments.
In action: Organisations may need to define the behaviours that genuinely matter and assess candidates on those, rather than on inherited norms and expectations.
Credit thieves top the list of workplace icks
New research from FlexJobs finds 65% of US workers say colleagues taking credit for others’ work gives them the biggest ‘workplace ick’, followed by micromanaging, gossiping and playing favourites. The survey of more than 2,100 respondents also challenges the idea of bringing your whole self to work, with only 10% sharing quite a bit or almost everything about their personal lives with colleagues. The findings suggest culture is shaped less by grand values statements than by small, daily signals of fairness.
In action: Organisations may need to focus on recognition, fairness and respect in routine interactions, as these shape trust far more than formal programmes.
The working day makes room for personal life
A survey by Estonian job portal CV.ee, reported by ERR News, finds 76% of employees handle personal matters during working hours, from medical appointments to childcare errands. Around half believe this should depend on the situation and the company’s culture, while slightly under half read work emails every day while on holiday. The findings suggest the boundary between work and personal time is now negotiated in both directions rather than fixed.
In action: Organisations may need explicit norms on how personal time and availability are balanced, so flexibility does not quietly become an expectation to be always on.
