People judge you based on only two pieces of information: your appearance and your behaviour. That’s it. As far as they’re concerned, there is nothing else. Of course, as far as you are concerned, the story is quite different. You know that your outward appearance and behaviour are but a fraction of the story - you have access to inside information, a direct line to your thoughts, motives, attitudes, beliefs and emotional feelings. By comparison, you could be forgiven for thinking that your appearance and behaviour are mere trifles; style, not substance.
I see that UBS has recently brought out a written dress code for front-line staff working in their branches. This would be unremarkable - except for the level of specificity UBS have deemed necessary. Dress codes are usually short on detail. How often, for example, have you wondered what ‘smart casual’ actually means? Even for men this is open to many interpretations: jeans or no jeans? Jacket or no jacket? Black or brown shoes? Tie or open neck? For women, ‘smart casual’ is vague enough to be positively unhelpful, posing far more questions than answers.
The UBS dress code steers well clear of unhelpful ambiguity by spelling things out very precisely. Men must wear suits. Jackets must have only two buttons, done up when standing and undone when sitting. Socks must bear no cartoon motifs and be changed daily. Women must wear jackets that “completely cover your posterior” and heels on shoes must not exceed 7cm. And so on.
Apparently, the UBS dress code has attracted much derision and I think I know why. It is not that dress/appearance is unimportant. It is because precise instructions about how to dress – or to do anything else come to that - can reach a level of specificity that is patronising and insulting. The message is, “Since you can’t be trusted to exercise your own judgment, we’ll tell you exactly what to do”.
Unambiguous descriptions of behaviour run the same risk. Competencies, for example, tend to be attractive when expressed as generalised labels. ‘Change management’, ‘providing direction’, ‘adaptability’ and ‘strategic thinking’ all sound rather grand and alluring. But spell them out as specific behaviours and people start to bristle. Stating the obvious, even when it isn’t obvious, is insulting.
So, do we need written dress codes or does something like “come to work suitably dressed” suffice?