PRESS RELEASE: 2 May 2013
Office gossips, all-staff emails and ‘thinking outside the
box’ – what really gets on UK workers’ nerves
Survey by Institute of Leadership & Management reveals the nation’s
workplace pet peeves
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Almost three in five workers are annoyed by all-staff emails
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28% of managers never make tea or coffee for their team
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‘Thinking outside the box’ and ‘going forward’ most overused phrases of office jargon
Office gossip, unnecessary all-staff emails and management speak are among the biggest
bugbears for UK workers, according to a survey published today (Thursday 2 May 2013) by the
Institute of Leadership & Management (ILM).
In a survey of over 2,000 managers, two thirds (65%) cited colleagues arriving late in the morning or
for meetings as their number one irritation. Six out of ten managers (60%) are frustrated by gossip
about other colleagues, 57% find all-staff emails irritating and 56% take issue with co-workers
sending an email, rather than talking to them, despite sitting opposite.
The poll revealed that ‘management speak’ is used in almost two thirds (64%) of offices, with nearly
a quarter (23%) considering it to be a pointless irritation. ‘Thinking outside the box’ (57%), ‘going
forward’ (55%) and ‘let’s touch base’ (39%) were identified as the top three most overused pieces of
jargon.
Food in the office was identified as another source of irritation, with almost two thirds (63%) saying
that dirty bowls and plates left on desks after lunch get on their nerves. Caffeine was also a bone of
contention, with the survey revealing that 28 % of managers never make tea or coffee for their team.
Over a quarter (27%) of managers have had to reprimand staff for their office attire, with female
managers finding revealing clothing (92%) to be most inappropriate for the workplace whilst flip
flops (81%) topped the male managers’ list.
Charles Elvin, Chief Executive of the Institute of Leadership & Management, said: “When officebased teams work in close proximity for long periods of time, we see that seemingly trivial issues
can grow disproportionately, if left unchecked, and begin to cause upset and resentment.
“A key part of any manager’s role is to help create and maintain a happy and harmonious working
environment. This survey helps identify the potential problem areas to watch out for.
“By proactively dealing with potentially divisive issues such as poor timekeeping, untidiness,
excessive e-mails and inappropriate dress, managers can ensure they don’t grow to affect
teamwork and morale. In most cases, the best first step will be to give some prompt and
constructive feedback to the individuals concerned.”
However the survey also reveals that it doesn’t require a lot to brighten the average managers’ day
– birthday cake is the top treat, enjoyed by over half (51%) of the managers surveyed, with free teas
and coffees coming close second (48%).
The findings also suggest that simple gestures at work can mean a lot, with receiving a ‘thank you’
in return for a favour or job well done meaning the most to UK workers (62%) and team mates who
take the time to say ‘hello’ and ‘goodbye’ each day also ranking highly.
Charles Elvin added: “When it comes to boosting team morale our survey has shown that the small
things can make all the difference. Remembering the basics, like saying thank you or enquiring
about a team mate’s weekend, can help to build trust and ultimately result in higher performing,
happier teams.”
According to the survey, the nightmare colleague:
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Arrives late for meetings (65%)
Leaves dirty bowls and plates on their desk after lunch (63%)
Gossips about other workers (60%)
Discusses confidential work matters openly (54%)
Sends you an email when they’re sat directly opposite (56%)
Leaves their mobile phone on loud (42%)
Takes regular cigarette breaks (39%)
Comes into work sick when they should have stayed in bed (34%)
Brings their children into the office (27%)
ILM’s tips for being a model colleague:
1. Treat others as you want to be treated, and don’t forget the value of recognition - simply
saying “thank you” or “well done” is an extremely powerful thing
2. Be on time for meetings – lateness is inconsiderate and suggests a lack of respect for your
colleagues. If you struggle with time-keeping, try to build in more time and avoid back-toback meetings
3. Don’t use management speak excessively, as it can alienate people and isn’t always the
most effective means of getting your point across
4. Think about the best way to communicate – emails can be impersonal and unclear, and
sometimes a face-to-face interaction, or the old-fashioned telephone, can be more
appropriate
5. Keep a check on noise and how it is effecting your colleagues – consider switching phones
to silent or avoiding prolonged discussions around the desk if you think you might be
disrupting a colleague’s concentration.
Ends/..
For further information please contact Sarah Savage or Scarlett Yianni at Four Colman Getty:
0203 023 9092 / 0203 023 9094 / 07910 706 786 or [email protected] /
[email protected]
Spokespeople are available for interview, please contact Four Colman Getty.
Notes to editors
The Institute of Leadership & Management (ILM) is Europe’s leading management organisation. We
believe that good leadership and management holds the key to organisational effectiveness and social and
economic prosperity. Our fast-growing community of over 35,000 practising leaders and managers gives us a
real insight into the issues affecting the management community day-to-day, both in the UK and globally.
Each year we help over 92,000 practising and aspiring managers to fulfil their potential and achieve success
through a range of flexible leadership and management development solutions. Backed by an in-depth
programme of research, ILM operates internationally, improving leadership and management skills, across all
sectors, from financial services to the armed forces.
Institute of Leadership & Management (ILM) www.i-l-m.com
Methodology
The online survey was conducted between 2 and 29 April 2013. 2,165 ILM members took part, all of them
practising managers and broadly representative of the UK management population in terms of age, sex and
ethnicity.