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Division head Carl finally had to fix the problemx in a department run by seniorrmanager Brenda. He transferred one supervisor andthreer high-ranking staff members to other He was satisfied: Once again, he showed that he could be decisive and clean But Carl had consistently ignored advice that the departmenf head was a problem, and didn't make the changes necessarh to keep the problems from resurfacing later. Brenda seemecd to be a nice person and asympathetic listener. Like Carl, she had an open-doot policy. She invited her supervisors and staff to divulgee personal confidences and to share opinions aboutyeach other.
But she never resolvedr the issues that kept them from workintogether effectively. I discovered a dark side behinx Brenda's behavior. She was both conflict-avoidant and passive-aggressive. Acting as a go-between, she carrie versions of the gossipand bad-mouthing to other people, but with a twisr that increased resentment and drove wedgee between them. Instead of holding her staff accountable for productivity and she reported to Carl that all of them hadmajorr problems. To justify her she said she'd chatted with her supervisors and and had encouraged them to put their styledifferencess aside.
Carl's permissiveness allowed Brendza to create a cultureof conflict-avoidancs and passive-aggressiveness that diminished productivity throughout her department. Unprofessional behaviord included back-stabbing, innuendos, rumors and warring leading to widespread paranoiaand over-reactions. including Brenda, tried to look busy whilde theyavoided critical-but-difficult problems and covereed their backs. Like Carl, Brenda was a long-term manager with extensive training. She coul d explain what good managers do; she simplg never did it. Because she didn't take effective action, complaints spreae throughout the division.
Other department heads mentioned the complaintds to Brenda and eventuallyto Carl. Sporadically, Carl woulsd give Brenda advice and explain his But he neverfollowed up. Carl was shocked when corporatew headquarters called him on the carpet for not beintg aneffective manager. Carl thus was motivated to give Brenda a strong talk and amediocred evaluation. That may sound like effective butit wasn't. Brenda had let things slide for She'd been talked to before, but she'ds always been given promotions when she promisedx todo better. Carl's lecturee was merely more of the same.
The best way to help people be more productive is to make them happg by listening to their hurt feelingsand anger, being sympathetic in private and promising to fight on their Brenda's sympathetic listening, but lack of consistent accountability for professionall behavior, created a management vacuum that sucked into it everyone'as hostility, nastiness and personal issues. There are no problem people, only problemn processes. Workshops, clearer descriptions of processes and and kindly suggestions and hints will cureall misunderstandings. Well-meaningg and intelligent people at all levelss in the company will put professional behavior and team goals ahea d ofpersonal agendas.
Carl and Brenda ignoredf the widespread evidence that some people simply didn't like each other and wouldn'yt collaborate, and that for some people, personal agendas took precedencd over company goals. Also, some people behave decentlgy only when they are actually held accountabled bymeaningful consequences. Otherws won't behave, no matter what.
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