In a day and age where society places immense value on the benefits of praise and recognition too much could have its downside—Tall Poppy Syndrome (TPS). TPS is a socio-cultural phenomenon often heard in Australia and New Zealand in which people hold back, criticize or sabotage those who have or are believed to have achieved notable success. These actions are colloquially referred to as, “Cutting down the tall poppy” and in Japan, there is a similar saying, “The nail that sticks up, gets hammered down.”
This silent systemic syndrome was researched by Dr Rumeet Billan whose study with Thomson Reuters and Women of Influence examined the impact of TPS on the individual and the cost to organisations. Billan’s research found 87% of respondents felt as though their achievements at work were undermined by their peers and were equally cut down by male and female coworkers. Jealousy, sexism and gender stereotypes were the biggest drivers as to why this phenomenon happens in the workplace.
As a result of the cut-downs, respondents reported lower levels of self-esteem and were more likely to downplay and cease sharing their achievements as well as engage in negative self-talk. Almost 70% of those surveyed also agreed that the criticisms negatively impacted their productivity levels whilst almost half (48.9%) reported that it impacted their desire to apply for a promotion.
Nevertheless, employers too felt the effects of the phenomenon with organisations experiencing higher levels of distrust amongst team members and an increasingly disengaged workforce. Other organisational effects included a loss of talent as well as staff experiencing symptoms of imposter syndrome. Notably, four in ten respondents reported that they had witnessed a co-worker being cut down and failed to take any action whilst one in ten reported that they had participated in the cutting.
Be on the lookout
So, what should HR and organizational leadership be on the lookout for signs of Tall Poppy Syndrome in their workplace? HR should be on the lookout for:
- Criticisms over minor details
- Team members being socially excluded
- Criticisms that downplay other people’s achievements
- Jealous and snide remarks
Billan commented,
“For organisations, addressing TPS is not just a nice thing or the right thing to do. Instead, HR professionals are pointing to it as a serious issue affecting mental health, satisfaction and retention.”
The top three ways that organisations can help to combat TPS is through a combination of appropriate training and development, leading by example and creating a culture of ‘if you see something, say something.’ Leaders should ensure that the necessary policies, EAPs and disciplinary procedures are in place to ensure that all workers are supported and recognized for their achievements.
Paul Arkwright
Publisher
