The science of self-discipline

Published on March 2, 2011

One thing common to almost all workplaces is an endless list of rules, regulations, policies and protocols. Every employee manual is overflowing with ‘Do this…', ‘Don't do that….', ‘If you do this……' and so on. This control mechanism imposes fines, penalties, demotions, transfers and even dismissals based on the degree of violation. Yet, the strict, threatening and dire punishments almost never produce the desired results.

All that such micromanagement effects is dependant employees who constantly require explicit instructions and prefer to defer to their supervisors even over minor issues. Therefore, rewarding rule-based behaviour further weighs down the organisation and paralyses employees with simmering resentment.

Needless to say, employees dislike disciplinary actions quite intensely. And contrary to what we think, the management is no great fan of disciplining procedures either. In fact, many managers completely dislike punishing errant employees!

So why not bring in a framework of change so that employees begin to conform to established rules and regulations of their own free will and not due to a stifling fear of punishment. Yes, this is possible - through self-disciplinary work behaviour.

Emphasising employee self-discipline will greatly minimise the need for managerial interventions and disciplinary actions, thus giving supervisors more time to concentrate on coaching employees and developing good relations. This culture of self-management leads to higher job satisfaction, motivation and continuous improvement as employees start taking the initiative to tackle complex tasks and solve problems creatively. Not only this, they will start perceiving organisational goals as their own and even seek out opportunities for innovation, leadership and growth.

Promoting a culture of self-discipline

Employees cannot be trained or ordered to be self-reliant. Management has to cultivate a fair and just work environment that provokes an atmosphere of self-discipline. Here's how managers can help, support and encourage this self-sufficient independence:

What do you expect: Surprisingly, most violations occur because employees are confounded by grey areas and vague procedures. They don't know what is actually expected of them. Outlining clear, specific, realistic expectations on the desired code of conduct and standards of behaviour leaving no room for misunderstandings or misinterpretation is essential for an orderly and fair workplace. Only then will they understand what will and will not be tolerated at work and consequences if these expectations are not met.

Here, the management should only provide broad policies without spelling out each and every rule and trust employees to deliver accordingly.

For example, instead of numerous rules on caring for company property, a statement on ‘respect' written with clarity, conviction, and principle will provide freedom which is yet governed by values. Minimal rules and guidelines provide the much-needed flexibility that encourages self-discipline.

Open communication: It is important to spend time with the employees talking about what is important to the organisation. Always share pertinent information on the business, customers, mission, goals and profitability. Encourage them to discuss new ideas, interests and ask questions. Also make it a point to regularly solicit input from the staff on their own role and allow them to take decisions concerning their work.

Preventive, not punitive: When employees go astray, the disciplinary actions should always be respectful, fair and consistent across the board. Address any inappropriate behaviour immediately, not to punish or intimidate but only to correct the problem, improve performance and help them meet job expectations effectively. Explain reasons for the corrective action and also how it can be avoided in the future even while preserving employee confidentiality.

Positive encouragement: Praise any instance of self-disciplinary behaviour with appreciative compliments, public recognition and meaningful rewards like bonus, time-off, special projects, training or personal development. Extending full support to self-discipline will make the employee feel valued even while infectiously spreading to others.

On the other hand, managers also have to exercise extra caution that they do not punish employees for the wrong reasons like intelligent mistakes when a good idea or new way of working fails. Allowing employees to experiment and learn from their mistakes will further encourage them to work independently.

To sum up, management can create an environment for self-discipline through effective leadership. Managerial attitude should shift to supporting and coaching, not directing or supervising closely and constantly. Only then will employees “follow and adhere to the rules and regulations not due to the fear of punishment but due to the inherent desire to harmonise in achieving organisational goals”!

Payal Chanania