As content providers of business and HR insights, we’re sometimes called on to help corporations showcase the benefits of their Diversity, Equity and Inclusion (DEI) programs. Promoting DEI is something we’re keen to do. Because an organisation’s social licence to operate requires us all to actively stamp out discrimination such as racism, sexism and ageism. Indeed, without a DEI strategy, it’s hard for an organisation to recruit, retain staff, attract customers or investors. And the numbers are in – diversity and inclusion strengthens an organisation’s bottom line: driving innovation and performance by ensuring employees feel safe and able to do their best work.¹

However, amid all these efforts, one type of prejudice is stubbornly hard to stamp out: rankism.

Rankism is discriminatory or exploitative behaviour towards another person because of how they rank in the organisation’s hierarchy. Rankism is one reason why certain groups – such as women and people of colour – have been traditional targets for discrimination, because they were deemed to have lower status in the pecking order.

Robert W. Fuller popularised rankism by highlighting its pervasive nature in hierarchies, including corporations, governments, non-profit organisations and universities.² Rankism is the belief that higher-ranking employees inherently deserve more respect or privileges than those lower in the hierarchy. And sadly most of us think rankism is normal, especially for sought after and competitive workplaces.

Fuller is keen to point out that hierarchies themselves aren’t bad. Indeed they’re a helpful way to get decisions made and work done. Where hierarchies turn toxic is when power is abused to devalue, treat dismissively or disadvantage people of lower status.

Even in egalitarian Australia, rankism shows up in both overt discrimination and in the cumulation of repeated subtle actions. We might ignore requests from a junior person and prioritise an ask from someone senior – regardless of what’s best for the organisation. We’re sycophants towards those higher up and give sharp feedback to those lower down. In meetings, we carefully attend to the ideas of the most senior person and don’t hear the contributions of junior people. We dump change on people without bothering to bring them along the journey. We make it hard for low-status workers like contractors to find a desk and we deny them the information they need to do their job.

Respect human dignity

The consequences of rankism extend beyond individual experiences. Rankism can lead to a toxic work environment, harm employee morale and reduce productivity. When we offend people, we distract them from their work. Not surprisingly, slighted workers are less committed, leading to higher turnover rates and other organisational costs.

Yet, in some workplaces rankism is tolerated, even encouraged. Rankism is seen as a way to motivate those on the lower rungs of the ladder to climb up to more senior roles. On the upper rungs, they not only escape the prejudice but repeat the pattern.

At the heart of the issue is the concept of human dignity. Every individual, regardless of their position within a company, deserves to be treated with respect and fairness. It’s recognising our common humanity. Getting the best work out of each other requires us to honour the core of who we are.

Five ways to squash rankism

Rankism is a difficult vice to remedy, but must be tackled if an organisation wants everyone to do their best work. It’s about recognising the inherent worth of every individual and fostering an environment where everyone can thrive. Here are four suggestions:

1.  Start with leadership behaviours. Leaders must avoid rankism and call others out when they see workers treated disrespectfully. Even in closed-door conversations, don’t allow lower status workers to be talked about with disdain.

2.  Encourage all employees to speak up, and listen then act when they do.

3.  Foster simple human connections such as remembering names (and pronouncing them correctly), honouring preferences, showing attention and appreciation.

4.  Manage change sensitively. Because we feel the pain of low status and a lack of personal agency most acutely when we must struggle through disruption and change.

For help crafting messages that strengthen workplace culture and encourage your employees to do their best work and thrive, email hello@craftedwriting.com