MANAGEMENT – CULTURE CREATORS or DESTROYERS

It is easier to destroy than build! Many owners and management teams fail to adequately incorporate the atmosphere of belonging inside their work environments and infusing staff with confidence that the executives care about them as people. It is understandable to insert the Business Plan and when things don’t work out as written – the vision is discarded, and management reintroduces ‘old’ methods of direction and control. This causes the employees to also resort to their tried and trusted approaches of failing to show any loyalty or initiative. The chasm gap between management and staff begins here, and everyone loses with this operational approach! Distrust is a keyword in the atmosphere of the workplace.

CORRECTIVE ACTION:

The administration needs to maintain a calm and composed business outlook. The insertion of Chris Gardner's C5 Complex: Clear – Concise – Compelling – Consistent – Committed is hugely advantageous to workplace morale. Escalate the collaboration and discuss openly with members of the payroll; seek inside knowledge that they possess. Assess the complete model and recognize where the breakdown in productivity or understanding is occurring. Accessing outside assistance can also be beneficial, provided that the consultant can identify the problem early in the proceedings. Patience and reflection on the original business plan is a worthwhile route to take. The time spent initially developing the scheme is worthy of poring over and analyzing the changes necessary to adopt, adapt or leave as is. Good, clear communication advising and infilling the minds of the employees with the cultural philosophy and the 'Why’ of the organization is a strong offensive tactic.

When they are involved, staff become engaged to assist, and their participation is critical, especially early into a new enterprise. Even in cases where an ‘old’ model being revamped, the role played by employees is beneficial in establishing what is actually working inside the organization. Listen to the observations, and eliminate the ‘my way versus highway’ style of leadership. You will be amazed at the outcomes that will be realized by building trust and accepting that it is okay not to have all the answers all the time. By leaving the ego in the boardroom, people will come forward with suggestions and recommendations that deserve merit to evaluate, and if appropriately judged, to succeed by an introduction to the plan.

The slogan ‘see the ability in the disability’ does not refer only to an advertising campaign for persons with physical or mental disabilities. It can also be a company operating and floundering because the Business Plan is not functioning efficiently. The loss of dialogue has opened up a 'heads in the sands' façade. Many individuals do not like to raise their heads above the parapet, as they have witnessed the ‘heads rolling’ criticism and possible loss of position in the past.

How the staff perceive their company reflects on whether there is an established positive working environment, or if a haphazard attempt to get more out of them is being seen as the outcome to work practices. Regular get-togethers are essential in establishing a culture that is wanted by the hierarchy. Design the relationship between floor personnel and the C-Suite to be one that inspires trust. More harmony in the workplace creates opportunities to evolve and recognize progress in all levels of the business. Start with the hiring practice and ensure that all newcomers receive onboarding that immediately exposes them to the culture, and that the training plan has them teamed with a confident mentor. Do not miss the importance of the welcome to the organization, as this has far-reaching potential.