There is something profoundly powerful about watching a group of people pause in the middle of one of the busiest environments on earth and take time to reflect on how they show up for one another. This is especially true when that environment is an airport terminal where thousands of travelers move through each hour, where operations depend on speed and precision, and where the pressures of the day can stretch even the most seasoned teams. In that setting, interruptions are constant, demands are unrelenting, and the stakes are undeniably high. Yet it is exactly in these spaces that civility becomes not just an aspiration but a necessity.
Recently, Inclusivv had the opportunity to work inside one of the busiest airports in the world to help teams co-create what we call a Civility Agreement. These were not hypothetical conversations. They were not leadership-only discussions. They were real-world, on-the-ground dialogues happening in the terminal itself, inside a working airport, among people whose jobs are essential to keeping the operation running. Leaders, supervisors, frontline staff, technicians, vendors, and service teams came together to talk openly about civility, to share experiences that shape their daily interactions, and to define the expectations they want to uphold as colleagues.
Over two powerful days, these groups participated in facilitated conversations that helped them name the behaviors, communication habits, and cultural standards that support a thriving workplace. By the end, they had created their own Civility Agreement filled with shared mantras, guiding lines, and commitments they felt reflected the best of who they are and who they want to be. What emerged was not a standard list of corporate values. It was a living, breathing agreement written in their own words, informed by their own stories, and grounded in a deep sense of shared purpose.
This is the heart of civility work. It is not about telling people how to behave. It is about inviting them to build the culture together.
There is an increasing amount of research showing that civility is a critical factor in workplace effectiveness. It affects performance, collaboration, decision-making, and well-being. Below are some of the most important findings, summarized in bullet points for clarity.
What happens when civility breaks down:
Experiencing even mild incivility can reduce cognitive performance by up to 61 percent, according to studies by Dr. Christine Porath.
Witnessing rudeness can decrease helpfulness and collaboration by 26 percent.
People who experience disrespect at work are three times more likely to disengage and withdraw.
Incivility increases error rates, and in high-stress environments, even small errors can have serious ripple effects.
Employees who feel disrespected are more likely to share negative experiences with customers, which directly impacts service quality and organizational reputation.
What happens when civility is strong:
Teams with cultures of mutual respect demonstrate higher psychological safety, which is shown in research by Amy Edmondson to be the strongest predictor of team performance.
Civility correlates with increased retention, higher morale, and improved trust across departments.
Respectful interactions reduce cortisol levels and improve stress recovery.
Employees in civil environments report greater job satisfaction and stronger commitment to organizational goals.
Clarity around communication behaviors increases efficiency and reduces conflict.
These findings have clear implications. Civility is not just a leadership preference. It is a measurable driver of organizational performance.
When people feel respected, supported, and safe, everything works better.
The workshops included individuals representing nearly every role inside the terminal. This wide representation was intentional because a Civility Agreement is most powerful when it reflects many perspectives. The people who came together included:
Airline station managers and supervisors
Aircraft maintenance technicians
Airport operations personnel
Facilities, janitorial, and sanitation teams
Customer service ambassadors
Administrative and support specialists
Bringing together these intersecting groups allowed people who rarely interact in meaningful ways to understand one another on a deeper level. Many participants shared that it was the first time they had truly listened to someone in a different role describe the challenges of their job. Others said they felt more valued simply because they were invited to the table.
Throughout two days of structured conversations, the groups reflected on what civility means, shared stories of positive and negative experiences, and named the values they wanted to anchor their culture. They identified behaviors that reflect those values and ultimately co-authored a set of commitments that became their Civility Agreement.
The agreement included guiding lines such as:
Assume good intent.
Every role matters.
Communicate clearly and respectfully.
Slow down and stay present during moments of stress.
Support one another when workloads intensify.
Ask questions before making assumptions.
Treat colleagues with the dignity you expect to receive.
Because these commitments were shaped by the people who will live by them, they carry an authenticity that cannot be manufactured.
Civility Agreements gain their power from how they are created. A list of rules drafted by leadership rarely changes behavior. A shared agreement created through dialogue and collaboration shifts mindsets and reinforces accountability in a fundamentally different way.
Here is why.
When team members participate in shaping cultural expectations, they become invested in upholding them. Ownership increases accountability.
A co-created agreement captures the specific challenges and realities of the actual workplace. The language is not generic. It is grounded in lived experience.
People who do not usually work side by side are able to understand each other more deeply. This increases empathy and reduces friction between departments.
Teams articulate specific behaviors they agree to practice, which reduces ambiguity and allows people to address issues more constructively.
When people feel heard and included, trust grows. This trust enables better teamwork, faster problem-solving, and more openness in addressing conflict.
Instead of relying on subjective interpretations of respect, teams can point to specific agreements they co-created, which makes accountability more fair and consistent.
Culture shifts when people commit to shared expectations. Co-creation makes that commitment real.
During the workshops, several stories emerged that captured the emotional and practical impact of civility. Some were about kindness, while others were about the strain created when civility was absent.
One participant described how a ramp colleague stepped in to help during a weather delay that created overwhelming pressure. A simple gesture of support changed the tone of the entire shift. Another shared a moment when miscommunication between departments led to unnecessary blame and tension. Hearing the other side of the story helped them realize how assumptions can quickly escalate conflict.
A customer service ambassador shared that being able to describe the emotional weight of dealing with distressed passengers helped others understand why small acts of kindness from coworkers matter so much. A leader remarked that hearing frontline team members speak so openly reminded them how essential it is to check in regularly and not assume everything is fine.
One of his most fitting quotes for our time:
“Our most common link is that we all inhabit this small planet.
We all breathe the same air.
We all cherish our children’s futures.
And we are all mortal.”
— John F. Kennedy
Moments like these are often invisible during day-to-day operations. The workshops brought them into the light, which helped shape the Civility Agreement with real clarity and purpose.
Any organization, regardless of size or industry, can benefit from creating a Civility Agreement. Below is an expanded step-by-step process for those who want to begin.
Culture work requires time and attention. Set aside dedicated sessions where people can reflect and speak openly about their experiences. The environment should be free from distractions and structured enough to support meaningful dialogue.
Include people from different roles, backgrounds, departments, and tenures. A broad mix ensures the agreement captures multiple realities, not just the perspectives of a few.
Have participants reflect individually on questions such as:
• What does civility mean to you?
• What behaviors make you feel respected at work?
• What makes collaboration easier or harder?
• When have you seen civility make a positive difference?
• When have you seen the absence of civility cause harm?
Reflection prepares people to enter dialogue with deeper awareness.
Small groups allow people to speak honestly without feeling overshadowed. Cross-functional groups encourage broader empathy and help identify patterns that cut across roles.
Have each group name the values they believe should anchor the Civility Agreement. Words like respect, communication, accountability, patience, teamwork, and clarity often surface, but the most meaningful values are the ones that emerge naturally.
This is the most important part. Values are abstract, but behaviors are actionable. Encourage participants to describe what civility looks like in practice. Ask them to be concrete.
Examples might include:
• Ask clarifying questions before assuming.
• Speak with a calm tone during stressful moments.
• Offer help when a colleague is overwhelmed.
• Share information early to avoid confusion.
• Recognize the contributions of every role.
• Address conflict with curiosity instead of defensiveness.
Bring together all themes and behaviors into a cohesive draft. Keep the language simple, clear, and specific. This draft should feel like it belongs to the people who created it.
Share the draft with the broader group for feedback. Invite additions, clarifications, and adjustments. This ensures the agreement feels inclusive.
Print it. Post it. Include it in onboarding. Add it to team meetings. Civility Agreements should not live in a folder. They should live in the daily rhythm of the organization.
Use the agreement in dialogue. Reference it during conflict resolution. Honor it during recognition moments. Embed it into leadership development. Remind people of it during times of stress.
Culture evolves. Roles change. New challenges emerge. Reviewing the Civility Agreement annually keeps it relevant and authentic.
Creating a Civility Agreement is not a one-time activity. It is an ongoing practice that continually strengthens the fabric of the team.
What makes a Civility Agreement transformative is not the document itself. It is how teams begin to interact differently once shared expectations are in place. At the airport, supervisors began using the agreement in shift briefings. Teams referenced it during morning huddles. Leaders included it in onboarding for new hires. Some posted it in break rooms where staff could see the commitments daily.
Employees reported that having the agreement gave them more confidence in speaking up. It created a framework for addressing conflict without escalating tension. It also inspired more acts of everyday kindness, which improved morale and reduced stress. Leadership noticed increases in cross-team collaboration and more effective communication between departments.
These outcomes demonstrate that civility is not simply about being kind. It is a foundational element of healthy operations, especially in environments where split-second decisions and shared responsibilities define the daily experience.
Civility is sometimes dismissed as a soft skill, but it is one of the hardest-working elements of organizational culture. It shapes communication, mindset, trust, and team cohesion. In high-pressure environments, civility is the stabilizing force that helps teams stay grounded, clear-headed, and focused on what matters.
Co-creating a Civility Agreement offers organizations a tangible way to strengthen culture from the inside out. It invites people to reflect on how they want to show up for one another, both in ordinary moments and in moments of stress. It clarifies expectations. It strengthens relationships. It builds trust.
It also reminds people of something essential. Culture is not something that happens to us. Culture is something we create together.
When teams take ownership of that truth, they lay the foundation for workplaces where respect is not just encouraged, but practiced. Where communication is not just efficient, but thoughtful. And where people do not just coexist, but collaborate with intention and shared purpose.
Civility Agreements help teams build that future. They offer a path toward shared understanding and create the conditions where people can do their best work, together.