Cover Your Ass syndrome: Is it a sign of a toxic work environment?

We’re all familiar with the different ways Cover Your Ass syndrome manifests itself. Those communication tactics to protect yourself individually and to pre-empt potential problems at work. But what are we protecting ourselves from exactly? Can we overcome it? Isabelle Barth, associate professor and researcher in management science, and Lucile Quillet, an author and coach who specializes in the working lives of women, share their views on the issue.

Barth: Cover Your Ass (CYA) syndrome is a precautionary measure that can be adopted either individually, through certain strategies so as to not be blamed or caught off guard, or at an organizational level, for a company to cover themselves legally and not have the finger pointed at them in the event of an issue. We mainly see this in bureaucracy, where written procedures take precedence over human relationships.

The symptoms of CYA Syndrome include a proliferation of documents, emails with the whole company copied in, and phrases like, “I should remind you that …”, and “As agreed …” This increase in reporting requires a considerable amount of time and energy. And even if explanations are provided, this doesn’t necessarily mean it constitutes good managerial practice. In certain companies, these practices have become routine: there is an excess of people attending meetings, reports, feedback, etc. And due to taking precautionary measures, people may no longer even be paying attention to these documents.

Quillet: These responses are admittedly a little annoying, but they have the virtue of clarifying things. A written record can seem really procedural, but it helps from an organizational standpoint, to defend interests, and even protect against forms of harassment. Everything that’s written acts as a document and therefore has value. Everyone covers their backs: whether it’s an employee reporting an exchange with their manager over email or another putting their name on a presentation to avoid others stealing their work … I believe past disappointments force us to adopt these strategies. In coaching, I often explain to women: “You have to be your own agent or salesperson because you don’t just need to work well and showcase your work, you also need to be your own watchdog for labor rights.”

Barth: These are indeed good practices, which sometimes stem from a notion of survival. However, they reveal something about the workplace: a lack of trust or resources, a tendency to look for scapegoats, a risk-averse environment … Faced with this, we develop responses that aren’t great. CYA syndrome is the symptom of a toxic environment. Throughout my research, I’ve only found one—American and quite dated—paper on the subject. In my opinion, CYA syndrome is embedded in the issue of trust, which is studied at length by management academics. The phenomenon is nothing new—even if it has taken on different dimensions with the proliferation of emails, our increasing aversion to risk, and the judicialization of society, given that a WhatsApp message can now serve as evidence.

Quillet: For me, CYA syndrome is a reflection of limited labor laws. When it comes to protecting your job, you can quickly be labeled as paranoid or litigious, even though these are often healthy practices. I feel that [sometimes] you have to set your own boundaries. And when you find yourself in a David versus Goliath situation, you quickly feel very lonely. The burden is on you—hence this defensive stance. Trust in the workplace is rare at all levels today. There are also managers who lack confidence in the support provided by their company.

Barth: Indeed, many managers are poorly trained. They’re fearful and they cover their backs, or they struggle to manage their emotions. CYA is the symptom of an ill organization and a deviation within management. It can be adopted either by an employee to protect themselves or even the company and its management to protect themselves from their employees or customers.

Quillet: Yes, to rebuild trust, we need more transparency and to train managers in best practices and labor laws. In short, to create clarity. It’s not so much about covering your back, but I often recommend having a job description to know what your tasks, responsibilities, and salary are. If you’re doing more than expected, this job description enables you to speak the same language when asking for a raise or when discussing your contract.

Barth: We also need managerial behaviors geared towards the recognition of work, respect, and trust. Psychological safety is the number one driver behind performance in companies. Trust is a facilitator within organizations: when there’s trust, you don’t need to rewrite or record everything, you save time and enjoy working together.

Quillet: Despite all this, a climate of trust does not eliminate written records and minutes of meetings in my opinion. Even if this is just to avoid errors through clumsiness. Let’s take the example of a woman going on maternity leave: the fact she’s in a company she feels she can trust should not prevent her from sending a mail out of fear of ruining the vibe. In the face of well-known discrimination, the risk far outweighs the benefit. It’s better to protect your job and your work rather than do nothing in the name of being nice. Without painting too bleak a picture, I see many women who once trusted their company and who were left disappointed. Having the sword of Damocles hanging above your head, fearing disappointment by not displaying trust is unfair.

Barth: Certainly, but where it’s not a matter of survival, we’d gain so much by no longer covering our asses. We’d stop going to work with our stomachs in knots and being constantly on high alert. We’d avoid those areas of ambiguity where we always feel like we’re doing something wrong. We’d avert climates of widespread distrust. And we’d see more initiatives, creativity, and innovation, which organizations need.

Quillet: Yes, if we didn’t have to have these self-defense reflexes, we’d have more time, a clearer mind, and mental space for doing other potentially more interesting and fulfilling tasks. But for that to happen, responsibility needs to be taken at a higher level.

Translated by Jamie Broadway

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