Conducting Ourselves Without Fault at Work

Are we conducting ourselves without fault at work? Do we set a good example for those with whom we come in contact each day? Is that example the sort that makes people wonder just how we work so patiently in the face of challenge and adversity? Do others wonder how we can be so charitable and friendly, even towards people whose character and personality typically grate on your nerves? Is the atmosphere in our work community elevated by our good conduct?

Frankly, my answer to most of those questions would be: Sometimes. Maybe. What's yours?

St. Benedict understands how one conducts oneself matters a great deal. While he might be directing his comments to monks who live in a community, by extension it's easy to see that it matters in any community. As we consider his words, I think we'll see how bad conduct undermines stability in the workplace - and, by extension, of course, how good conduct will promote stability.

We first see that St. Benedict identifies specific behaviors that make up bad conduct, then immediately proposes the correct way to address these. There's no time to waste when it comes to the correction of bad behavior.

"If any brother shall be found contumacious, or disobedient, or proud, or a murmurer, or in any way despising and contravening the holy Rule and the orders of his superiors: let such a one, according to our Lord's commandment, be admonished secretly by his superiors for a first and a second time."

Applying this to our workplace:

Disobedience, even stubborn disobedience (contumacious) can be subtle. I've rarely seen a colleague directly confront a boss in front of others. But purposely ignoring a work assignment or dragging one's feet in fulfilling a duty isn't so uncommon. While such subtle behavior will not create the drama of a direct confrontation, it still negatively impacts one's relationship with a boss, as well as bottom line results for the business.

St. Benedict's primary concern is, of course, with the spiritual life of his monks. But an abbot also bears responsibility for the stability and smooth functioning of his monastery which will be adversely impacted by stubborn monks. The same holds true for pride and those who murmur about what they are expected to do. 

The emphasis in most workplaces will likely be the success of the business. Disobedience, murmuring, and prideful behavior advances neither success in business nor collegial relationships between employees, nor a healthy relationship with a boss. And, as you might imagine, such behavior will no more advance stability in the workplace than it would in a monastery.

We can easily understand the importance of a swift response to such behavior. St. Benedict calls for the abbot to admonish - reprimand - offenders right away. And he's clear that if that doesn't correct the situation, more action should be taken.

"If he to not amend, let him be rebuked publicly before all. But if even they he do not correct his life, let him suffer excommunication, provided that he understands the gravity of that penalty...The measure of excommunication and punishment should be proportioned to the gravity of the fault...

...Let none of the brethren consort with him or speak to him. Let him work alone at the task enjoined to him and abide in penitential sorrow, pondering that terrible sentence of the apostle: 'Such a one is delivered to Satan for the destruction of the flesh, that the spirit may be saved in the day of our Lord.' (1 Cor. v.5.)..."

So we swiftly move from personal reprimand to public rebuke. As for excommunication - in this context some form of separation from communal life - the only form of excommunication I'm familiar with in a typical workplace is being let go, i.e., fired. 

As for the spiritual concern the abbot has for his monks, I've rarely if ever run across a boss who exhibited such a concern. Businesses are concerned with the bottom line contribution of a worker rather than their eternal soul. But that shouldn't prevent us Catholics from taking a personal interest in matters spiritual when it comes to those with whom we work. While I'm not suggesting we become workplace evangelists or corporate spiritual directors, when possible we can try to see bad conduct - specifically our own - with the light of our faith. And, when possible, we might consider this in how we treat our fellow workers who may behave in a less than exemplary manner. Our primary focus may be the interests of the business. After all, we likely weren't hired based on our religious preference or practice. And it's doubtful our employer expects us to bolster the spiritual life of our colleagues. But that doesn't mean we can't tailor our response to bad behavior to benefit the soul of the offending individual.

In the end, though, we need to do our best to conduct ourselves without fault at work. Everyone benefits, most especially our eternal soul, as well as our business. 

It's simple, really: Less bad conduct and more good conduct leads to a more productive, cooperative, friendly, even charitable environment, in which to work. Yet again, the Rule of St. Benedict provides the good advice we can use to build stability in our workplace.