Have you ever seen a child put their hands over both ears and say “blah blah blah” while someone else is speaking so as not to hear them? Have you ever seen a CEO doing the exact same thing, minus the hands on the ears and the “blah blah blah”?
You know what I’m talking about – right? The team member is allowed, perhaps even encouraged, to speak. No one interrupts them. Perhaps there is a small delay to ensure they are finished making their point. And then the CEO / Manager / Team Leader politely thanks them for their contribution, but disagrees, goes back to what they were originally saying, or possibly even takes the conversation in a different direction completely.
When this type of behaviour becomes part of the culture, employees simply stop disagreeing or speaking up, because they have come to feel it is pointless.
The following article brilliantly taps into a couple of the fastest and most effective routes to ensuring employee unproductivity:
1. Having employees that nod and agree with everything you say may feel like “alignment” but, in reality, mandating an “all on the same page” culture, at best stifles autonomous thinking, creativity, innovation and, at worst, sets you up for avoidable mistakes to be made, because employees know that pointing out drawbacks and risks will fall on deaf ears.
2. You may feel, as a leader, that having rigid, well-defined policies will result in a “tidy, well-functioning, and highly productive organization”, however, when the policies you impose on employees are too strict and inflexible, human nature is to retaliate by holding you accountable to the same strict “rule” adherence. For example, don’t expect your unwillingness to allow employees the discretion to leave before 5 “as required”, to be rewarded by having employees who are willing to work past 5 on other days “as required”. At best, this kind of rigidity results in employees who are unwilling to go over and above for you and, at worst, it sets you up for a culture where skirting the rules and lying becomes a common practice to bypass the stifling inflexibility of regulations.
This is not to say that organizations can or should be run without rules, or that every employee idea can or should be incorporated. But, by finding a way to truly value individuals and their contribution to the organization, as well as acknowledging their needs for autonomy and flexibility, according to this author at least, you will have the opportunity to tap into the “90% of each person that is what can make him or her a great employee, partner, team member: the initiative, the questions, the passion, the concerns, the hope, all the quirkiness and joy and excellence that people will bring to their work if you invite them to do so”.
How often would you say you reflect on your effectiveness as a leader or salesperson or boss? When you do, do you find yourself feeling you could achieve much more if you could just reach people at a deeper level?