Workplace Gossip Quotes

If something bad smells in the basement, it will eventually make its way to the attic.

I can always tell about the health of a culture of an organization by how much gossiping is happening

Managers who don't allow office gossips and politics understand how to promote happiness in the workplace.

By the time he came around to shake hands at the conclusion of his speech, I’d been reduced to a twelve-year-old girl at a One Direction concert. I was shaking and nervous and sweating and seriously crushing. If it had been socially acceptable, I would’ve started screaming at the top of my lungs like the fangirl that I am. I tried to hold on to my politics. But Jacob, you have to remain critical. He still hasn’t issued an executive order banning workplace discrimination against LGBTQ Americans. Statistically, he hasn’t slowed deportations. You still disagree with some of this man’s foreign policy decisions. And you don’t like drone warfare. You must remain critical, my brain said. It is important. NAH FUCK THAT! screamed my heart and girlish libido, gossiping back and forth like stylists at a hair salon. Can you even believe how handsome he is? He is sooooo cute! Oh my God, is he looking at you right now? OH MY GOD JACOB HE’S LOOKING AT YOU! And he was. Before I knew what was happening, it was my turn to shake his hand and say hello. And in my panic, in my giddy schoolgirl glee, all I could muster, all I could manage to say at a gay party at the White House, was: “We’re from Duke, Mr. President! You like Duke Basketball don’t you?” “The Blue Devils are a great team!” he said back, smiling and shaking my hand before moving on. WHAT. Jacob. jacob jacob jacob. JACOB. You had ONE CHANCE to say something to the leader of the free world and all you could talk about was Duke Basketball, something you don’t even really like? I mean, you’ve barely gone to one basketball game, and even then it was only to sing the national anthem with your a cappella group. Why couldn’t you think of something better? How about, “Do you like my shoes, Mr. President?” Or maybe “Tell Michelle I’m her number one fan!” Literally anything would’ve been better than that.

In my experience, triggers are the prime reason that men and women end up retreating to gender silos, narrowing their experience and depriving themselves of useful connections. That’s what happened when Jen enlisted Chantal to commiserate with her after the meeting in which Mark received credit for her idea. Sharing her resentment with a female colleague may have temporarily relieved the emotional distress Jen felt at being disregarded. But venting her feelings only reinforced the story she was telling herself to explain what had happened: “Men just can’t listen to women!” This increased the likelihood of her remaining stuck in a negative groove. It’s the stories we tell ourselves when we feel triggered that keep us dug in and limit our ability to frame an effective response. Here’s how the process works: First, the trigger kicks off an emotional reaction that blindsides us. We feel a rush of adrenaline, a sinking in the pit of our stomach, a recoil, a blinding rage, or a snide “of course.” Or we may simply feel confusion. Our immediate impulse may be to lash out. But if we’re in a work situation, we fear what this could cost us, so we try to suppress our feelings and move on. When this doesn’t succeed, we may grab the first opportunity to complain to a sympathetic colleague, which is why so much time at work gets consumed in gripe sessions and unproductive gossip. In this way, our response to triggers plays a role in shaping toxic cultures that set us against one another, justify sniping, and waste everybody’s time. But whether we suffer in silence or indulge the urge to vent, the one thing we almost always do when triggered is try to put what happened in some kind of context. This is where storytelling enters the picture. We craft a narrative based on past experience or perceptions in a way that assigns blame, exonerates us, and magnifies impact. Because these stories make us feel better, we may not stop to question whether they are either accurate or useful. Yet the truth is that our go-to stories rarely serve us well. They are especially damaging when they operate across divides: gender, of course (“Men can’t, women just refuse”), but also race, ethnicity, sexual orientation, and age (“They always, they seem incapable of…”). Because these default stories rely on generalizations and stereotypes, they reinforce any biases we may have. This makes it difficult for us to see others in their particularity; instead, they appear to us as members of a group. In addition, because our go-to stories usually emphasize our own innocence (“I had no idea!” “I never guessed he would…”), they often reinforce our feelings of being aggrieved or victimized—an increasing hazard for men as well as women. Since we can’t control other people, our best path is to acknowledge the emotional and mental impact a trigger has on us. This necessary first step can then enable us to choose a response that enhances our dignity and serves our interests.

To those who perpetuate harassment and gossip, they need them to reflect on the harm they cause directly or indirectly.Their words and actions have the power to destroy relationships, erode trust, and suffocate hope.

All bosses can be more effective when they work with, rather than against, the peer culture. Bosses who are known as fair and consistent will get more support from the peer culture when they do their dirty work. Research on punishment shows that coworkers often believe that offenders are let off too easily by bosses – especially when they have violated the rules consistently, shown little remorse, and a fair process was used to convict and punish the wrongdoer. In the best workplaces, bosses and their charges agree on what is right and wrong, and peers – not the boss – dish out punishment. Research on employee theft shows that ridicule, ostracism, and nasty gossip by peers is 250 percent more effective for deterring stealing than formal punishment by supervisors.

Misinformation, rumors, and gossip are making this time stressful for everyone.

You have a reputation. If enough people tell stories about you, we call it fame; but even if it’s just your neighbors, the people in your workplace, or your relatives, stories are being told about you, shaping other people’s judgment of you. We all take part in the process of building up or tearing down reputations. We do it formally sometimes, as with letters of recommendation or employee evaluations. Mostly, though, the process is informal. When others do it, we call it gossip. When we do it, we call it conversation.