Rudeness is Costing Your Company—Here’s How You Can Stop It

Executives at an engineering firm were discussing a new product launch. A junior member of the team spoke up, offering an unusual creative approach only to see the CEO roll his eyes and cut him off mid-sentence. The room went silent. The junior employee, visibly embarrassed, stuttered and gave up on the point he was trying to make.

After the meeting I approached the CEO in private to discuss his dismissive behavior. He shrugged it off. “I don’t have time to discuss frivolous ideas.”

It’s debatable whether the employee’s suggestion was frivolous but what became painfully obvious in the months that followed was that the CEO’s rudeness not only stifled creativity but also had a damaging impact on morale.

Sadly, my firsthand observation is not uncommon in the workplace today. Incivility and disrespect of one kind or another is rampant at all levels.

It can be the kind of eye-rolling my engineer CEO displayed, sarcastic comments from one colleague to another, or excluding people from emails and meetings in which they should be involved. It could be showing up late for meetings they needed to attend or alleged “multitasking”—like looking at your phone instead of giving the speaker your undivided attention. It could be gossiping or rumormongering. And we’ve all seen people whose body language or facial expressions clearly conveyed disdain or disinterest. Rudeness has many faces!

Often the culprit can be an abrasive go-getter whose behavior is excused because their hard work is valued. But the downside may well outweigh their positive contributions. And seemingly minor ways of showing disrespect can accumulate to build an unhealthy work environment.

One large scale study found that 80% of employees indicated they lost proactive work hours merely thinking stewing over the incivility they experienced, 66% said their performance declined, and 78% indicated they lowered their commitment to their organization.

Rudeness that permeates a company can often be traced back to one or two people, according to a study in the Journal of Applied Psychology led by Shannon Taylor, a professor of management at the University of Central Florida.

Christine Porath, a professor at the University of North Carolina at Chapel Hill’s Kenan-Flagler Business School, author of Mastering Civility: A Manifesto for the Workplace and co-author of The Cost of Bad Behavior, has been quoted as saying, “Rudeness is like the common cold of the workplace; it’s contagious and can spread rapidly, leading to decreased performance and increased turnover.”

Professor Taylor points out that the impact of incivility can be particularly devastating for small enterprises. He said, “In a large organization, managers can isolate the source, keep the disrespect contained to one team or building, and then try to address it. But in a small business, where everyone knows and interacts with everyone else, a rude employee’s behavior can spread throughout the entire organization.”

According to another study, managers and executives at Fortune 1,000 firms spend 13% of their time (the equivalent of seven weeks a year!) mending employee relationships and otherwise dealing with the aftermath of incivility.

So, what can you do?

Lead by example 

CEOs set the tone. Employees watch and mimic what you do. Step back and honestly question if you’ve been rude and overbearing. Make a determined effort to treat every employee with the decency and respect they deserve. Give them undivided attention and keep promises. A CEO who listens actively, acknowledges contributions, and treats employees with kindness creates a culture where rudeness is less likely to thrive.

Ask for input 

Establish an environment where employees feel safe to voice concerns without fear of retaliation. This kind of openness can help identify and help resolve issues promptly. Survey employees, anonymously, if necessary, to discover if you have any habits that might be regarded as being rude or thoughtless. Check to see if there are any companywide issues that need to be addressed.

Zero tolerance 

Make it clear that incivility won’t be tolerated. Introduce a well-defined behavior policy that states what is considered rude behavior and the consequences of violating the standards.

Fast action 

When rudeness arises, immediately nip it in the bud. For instance, if a colleague rudely interrupts a speaker in a meeting interject saying something like, “Let’s allow Mary to finish her point.” Or, if a contributor makes a dismissive comment, redirect the conversation saying, “Could you elaborate on that in a constructive way.”

Recognize and reward 

Make a point to highlight and reward employees who have demonstrated outstanding teamwork and respect for others. Publicly acknowledging these behaviors reinforces the message that kindness and professionalism are valued and helps develop a culture where civility is the norm.

Hire for civility 

When recruiting, look beyond an individual’s resume, career path, and stated accomplishments. In a formal interview people are on their best behavior so introduce the candidate to potential teammates in a more casual environment. They may well spot warning signs about someone’s character.

Teach civility

The number of managers and employees who say they just don’t understand what it means to be civil is quite amazing. In one survey, a quarter of respondents didn’t recognize their behavior as uncivil. Invest in civility and communication training to show employees how their behavior impacts others. Workshops on conflict resolution, emotional intelligence, and effective communication can reduce workplace rudeness.

Time is money 

Stress to your employees that by showing up late for meetings they are not only being inconsiderate and wasting everyone’s time, but also costing the company money. One colleague, when working at a marketing company, made it a point to calculate exactly how much it cost. If ten people waited twelve minutes for “Tardy Ted” to deign to show up, that was 120 minutes or two hours wasted. If the average hourly rate per employee was $100—that was $200 down the drain. It made the time relevant to everyone!

In conclusion 

Rudeness isn’t just a personal issue—it’s a leadership challenge with real business consequences. A culture of disrespect stifles creativity, lowers morale, and drives away top talent. Leaders must set the standard by encouraging an environment where civility is the norm, not the exception.

By modeling respect, addressing incivility promptly, and reinforcing positive behaviors, organizations can create workplaces where employees feel valued and motivated. In the end, a culture of respect is more than good ethics—it’s also smart business.

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