Breaking the culture of ‘Call me sir’

Are you familiar with the social media meme "Amare sir dakba" (Call me sir)?

In the new Bangladesh, where we envision innovation, equality, and inclusivity in our nation's rebuilding efforts, it is surprising that some people still cling to outdated practices. Take government officials, for example. Many expect to be addressed as "Sir" and may become unhappy or even furious if you forget to do so.

A former colleague in the private sector once encountered an interesting situation when he addressed a university senior, a government official, as "Bhai" (brother) during their meeting in the official's office. In Bangladeshi workplaces, this term often conveys a sense of respect and camaraderie. However, the university senior felt uncomfortable with such a casual address in that formal setting. As a result, he became non-cooperative, which led to delays in completing the necessary work.

In one instance, a government official contacted my friend's CEO to express concerns about my friend using the term "Bhai" when addressing him. My friend was fortunate that the CEO experienced such embarrassment at a young age.

In another scenario, a group of private-sector representatives was told to remain standing until a senior government official arrived and took a seat, highlighting an outdated power dynamic.

Such practices alienate citizens, intimidate colleagues, and reinforce an unnecessary culture of fear. Instead of serving the public, government officials often prioritise maintaining their status, eroding trust in public institutions and hindering collaboration with the private and development sectors.

Moving away from the rigid hierarchies and titles inherited from colonial administration is essential for creating a more positive environment. Encouraging mutual respect and collaboration can foster a welcoming atmosphere for citizens and collaborators. By modernising these practices, we can promote progress and assist the country in achieving its goal of good governance.

The roots of entitlement in government offices run deep. The hierarchical mindset, often a remnant of colonial times, is evident in everyday interactions. Instead of acting as true representatives of the people, public servants often behave as power brokers, demanding unquestioning deference.

Why must the culture change?

The "Sir" culture in government offices is more than a trivial annoyance—it has significant implications for governance and society. Some of the major drawbacks include:

Innovation is stifled: The challenges of modern governance demand cross-sector collaboration and innovation. However, an environment emphasising hierarchy over open communication hinders creativity and problem-solving. A workplace culture that penalises familiarity and initiative must be better suited to today's fast-paced, interconnected world.

Citizens feel alienated: At its core, public service is about serving the people. However, when government officials prioritise protocol and servility over accessibility, they create barriers rather than bridges. For ordinary citizens, interacting with such officials can be an intimidating experience, fostering resentment rather than trust.

Contradicts Bangladesh's aspirations: After the fall of the autocratic regime, we envision a new Bangladesh built on inclusivity, equality, and efficiency principles. The persistence of rigid hierarchies undermines these pursuits. If the country aims to position itself as a leader in governance innovation, it must shed these relics of the past.

Charting a new path

Breaking this culture requires a systemic shift in mindset, policies, and practices. Here are some concrete steps to foster a more inclusive and progressive workplace culture:

Cultivate respect over fear: Government officials should undergo mandatory workplace ethics, communication, and leadership training. Such programs should emphasise respect, inclusivity, and mutual understanding, replacing fear-based hierarchies with a culture of collaboration.

Adopt a meritocratic mindset: Recognition should be based on achievements and contributions rather than titles or seniority. By acknowledging the expertise and efforts of employees at all levels, organisations, especially public institutions, can create an environment that values teamwork over rank.

Redefine workplace protocols: Outdated practices, such as mandatory standing or the excessive use of titles, should be replaced with practical and respectful norms. For example, addressing colleagues by their name or designation without unnecessary formality can promote a sense of equality and belonging. Additionally, normalising terms of endearment, such as "Bhai" (Brother) or "Apa/Apu" (Sister), can also enhance camaraderie in the workplace.

Citizen-centric training programs: Public servants should regularly participate in workshops that remind them of their fundamental role: serving the public. These sessions should teach empathy, effective communication, and problem-solving, ensuring that every interaction builds trust and goodwill.

Empower whistleblowers: Introduce mechanisms that allow employees and citizens to report entitlement-driven behaviours or harassment without fear of reprisal. Transparent and accountable systems can help dismantle toxic practices and promote ethical behaviour.

Building the Bangladesh we aspire to

Changing a deeply ingrained culture is no easy task. It requires commitment at all levels—government, private sector, and civil society. Leaders, in particular, must model the behaviour they wish to see, demonstrating humility, collaboration, and respect in their interactions.

Citizens, too, have a role to play. By demanding accountability and transparency from public institutions, they can create pressure for change. Initiatives like citizen report cards and participatory governance models can amplify the voices of ordinary people, ensuring their concerns are heard and addressed.

There is no directive to address government officials as "Sir" or "Madam," so we should move away from this outdated practice. In private companies, referring to customers as "Sir" emphasises their importance. However, in public institutions, the public is the clientele. Therefore, it should be the opposite—government officials should address the public as "Sir."

We have a compelling opportunity to reshape our public service culture to genuinely prioritise the public's needs. Embracing this change will enhance our engagement and create a more supportive environment for everyone involved. Let's take this step confidently, as it is essential for fostering stronger relationships and delivering better service to our community.

Shafiq R Bhuiyan is the Vice President of Communication and CSR at BRAC Bank PLC.

Disclaimer: The views and opinions expressed in this article are those of the author and do not necessarily reflect the opinions and views of The Business Standard.