Welcome to our latest Newsletter. In this edition we’ll be discussing the Dutch Polder, EQ, the pre-move checklist, what you’re wearing and more.
Managing a dress code policy has always guaranteed managers the opportunity to have some uncomfortable conversations. Too short, too long, completely inappropriate; apply to your own situation as necessary. It’s never easy for either party, but at least with a good set of rules and guidelines in the handbook, we had useful leverage to encourage the right behaviour.
As office cultures and environments are evolving at a rapid rate and continue to do so, what does this mean for the humble dress code? When a male MP must no longer wear a tie to ask a question, a Goldman Sachs banker need no longer don their pinstriped armour to do battle in the markets and leading entrepreneurs can affect social behaviours in a hoodie, how do managers enforce any dress code that may be in place?
Through our conversations with many of you, we can see that there are a few recurring themes;
Rules, not rules: relaxing a dress code is all very well and good, as long as it does not create an environment that is too confusing for managers and employees. Clothing anxiety at its’ worse cannot be good for anyone’s mental wellbeing and at best undermines the positive effects on productivity and well-being that was intended to be created in relaxing the rules.
Formal Dress Codes create Unconscious Bias: Neckties and jackets for gentlemen. Women should wear business attire. Let’s not go as far to say that the suit is a male construct, which has adapted for women therefore automatically creating a bias. However, we should say that by separating any policy by gender, naturally creates two categories of employee. Surely this must be addressed as we strive for equality in the workplace and in the boardroom.
The power of perception: Rightly or wrongly, we are still judged on our appearance and those first impressions still count. Therefore, whatever the rules, we should be mindful of the cultural norms. Furthermore, if the age-old adage still applies that we ‘should dress for the job we want, not the job we have’ we should continue to consider how we are viewed based on our wardrobe choices. This means considering how our stakeholder groups, our management teams and our customers (internal and external) perceive us and interact with us.
Authenticity in leadership: We’ve spoken about authenticity in the workplace in our previous articles and we know that the leadership of a business sets the tone, direction, style and culture. We can therefore look to the leadership to understand the true dress code. We should seriously consider whether a relaxation in the policy is committed to and a natural reflection of an evolving, modern culture, or just a quick fix mechanism to appear this way. Take a look at the leadership and dress how they dress. If their dress code doesn’t work for you, there’s a good chance that the business won’t either.
The advances of technology over the past 20 years have fundamentally changed our working styles, behaviours and aspirations. Has this now created a wider a disconnect between senior leadership teams and rising professionals, who essentially have a different outlook and goals to what they wanted in the nineties or even the noughties? The millennials are fast approaching their 40’s and while their views may have evolved, the generations behind them will be seeking something closer to a revolution. Policies such as dress code need to be refreshed at an ever-faster rate, which is no easy task.
Of course, on the other hand, haven’t we seen this all before? BigCo Plc are always keen to follow the latest trend to remain relevant, but is the inflection point already upon us; When everybody is doing the new cool thing, doesn’t it become uncool? We take the view that in a professional environment, the simplest approach is the best. Dress for your audience; with respect to your clients, customers and colleagues.
