In the professional environment, the term “call out” carries two distinct meanings that employees frequently encounter. One refers to the logistical act of notifying a workplace of a planned absence, such as calling out sick for the day. The other, far more complex meaning involves directly confronting a colleague or manager about a specific action or statement. This latter, behavioral form of a call out addresses accountability and professional conduct, presenting a nuanced challenge for maintaining a healthy organizational culture. This article will focus primarily on the behavioral aspect, as it represents a significant opportunity for growth or a source of workplace friction.
Defining the Behavioral Workplace Call Out
A behavioral call out is a direct challenge to a colleague, subordinate, or superior regarding a specific professional transgression. This action focuses on holding an individual accountable for a lapse in judgment, ethical conduct, or adherence to established policy. It is often sparked by an offensive statement, a perceived microaggression, or a breach of professional standards. The purpose is to demand recognition and correction of the specific behavior that caused harm or violated trust. This intervention enforces the shared professional contract within the workplace, aiming to rectify an unacceptable action as it occurs or shortly thereafter.
The Other Meaning Calling Out Absenteeism
The other common usage of the phrase “calling out” is purely logistical, referring to the act of notifying a manager of an intended absence from work. This typically occurs when an employee calls or emails their supervisor to state they will be absent, most often due to illness. This straightforward administrative process is simply a function of scheduling and is not the focus of the complex interpersonal dynamics of behavioral call outs.
Understanding the Motivations Behind Call Outs
Employees initiate behavioral call outs for reasons related to organizational integrity and personal values. A frequent motivation is enforcing accountability, where a colleague corrects errors or holds another to professional standards to ensure consistent work quality or correct policy violations. Another element is addressing ethical concerns, such as perceived discrimination, harassment, or disregard for company values. Individuals speak up when they witness actions that fundamentally undermine a fair workplace. Call outs can also stem from negative motivations, including passive aggression, power plays, or attempts to publicly shame a rival.
The Critical Difference Between Public and Private Call Outs
The setting in which a behavioral call out occurs dictates its effectiveness and the potential for professional relationship damage. A public call out, delivered in front of a team or colleagues, is often perceived as shaming or humiliation. This public exposure triggers a defensive response, causing the recipient to focus on saving face rather than reflecting on the behavior. Public confrontations rarely lead to genuine resolution and often result in damaged trust and resentment.
The private call out, conducted one-on-one, prioritizes resolution and preserves the recipient’s dignity. Removing the audience signals that the goal is corrective improvement rather than public punishment. This confidential setting allows the recipient to process the information without the pressure to immediately defend themselves. A private approach frames the conversation as a constructive discussion, increasing the likelihood that the desired change in behavior will occur and the professional relationship will remain intact.
Strategies for Giving a Constructive Call Out
Preparation and Setting
Initiating a call out constructively requires careful preparation and a focus on objective facts to maximize the chance of a positive outcome. Select a private, appropriate setting and time for the conversation, ensuring the recipient is not caught off guard. Before speaking, gather specific evidence, such as documented dates, quotes, or emails. This ensures the discussion is anchored in observable reality rather than vague accusations.
Delivery and Focus
When delivering the message, utilize “I” statements to describe the impact the behavior had on you or the work, which reduces the accusatory tone. Focus strictly on the action—for example, “When you interrupted me during the meeting”—rather than assigning intent. This distinction keeps the focus on the behavior that needs modification, not on the person’s character. Pause after stating the observation to give the recipient space to respond without feeling overwhelmed.
Resolution and Follow-Up
Clearly state the desired resolution or change in behavior you are seeking moving forward. A constructive call out should conclude with a forward-looking request. Outline the tangible steps that must be taken to correct the issue or prevent its recurrence. This structured method transforms the confrontation into a catalyst for necessary behavioral change.
Professional Ways to Receive a Call Out
Managing the Initial Reaction
Receiving a call out requires self-regulation, as the natural response is often immediate defensiveness. The professional approach begins by consciously pausing before formulating any verbal response. This momentary delay allows emotions to settle and prevents an impulsive reaction that could escalate the conflict.
Active Listening and Validation
Focus entirely on active listening, seeking to understand the specific concern being raised rather than formulating counter-arguments. Avoid the temptation to offer excuses, minimize the impact of the action, or launch counter-accusations. Instead, summarize the concern back to the initiator to confirm mutual understanding of the specific issue that needs correction.
Commitment to Improvement
Sincerely thank the person for their candor and for bringing the issue forward. Acknowledge the courage it took for them to initiate the difficult conversation. Conclude the interaction by committing to a clear plan for corrective action or reflection. This response demonstrates maturity and a commitment to professional accountability.
When Frequent Call Outs Signal a Toxic Culture
The overall pattern of behavioral call outs serves as a diagnostic tool for assessing the health of the workplace culture. If confrontations are constantly public, punitive in tone, or focused on trivial matters, it indicates a lack of psychological safety among employees. In such environments, trust is low, and people fear making mistakes, leading to reduced innovation and increased stress.
A culture where management fails to address issues directly often forces colleagues to police one another, resulting in an environment built on fear. When the primary method of addressing professional discrepancies is through punitive call outs, it suggests poor management training and a failure to establish clear feedback mechanisms. A healthy organization shifts accountability away from public shaming and toward proactive, private, and constructive coaching.