As an operations and customer service consultant, I have a close look at how different companies run. I get to see the company dynamics—how leaders engage with employees, how employees relate to leaders, how coworkers interact, and how everyone connects with customers. I notice the unspoken messages shown through body language and actions. Leaders often tell me, “I wish I had employees who truly care about their jobs; I want employees I can rely on. I wish my staff understood what I face in keeping this business going.” When frustrated leaders come to me, I feel it’s important to be honest about what I see as the cause of a negative work environment—I sometimes have to point out that they might be part of the issue. I often ask, “Is it really the employees who are at fault? Have you thought about your influence on their behavior?” Here are a few examples I’ve seen where the leader is the problem.
Undefined Expectations
When expectations are clearly and well defined, employee accountability is usually crystal clear. When the leader assumes and verbalizes that employees should “just use common sense”, trouble is not far behind. It is imperative that expectations are clearly communicated – primarily via a job description and a set of performance standards. Leaders must be serious about taking the necessary steps to developing and communicating expectations.
Poor Employee Relations
Some of the most shocking behavior that I have witnessed has come from leaders. Condescending communication, temper tantrums laced with profanity, the “blame game” just to name a few. Cultures where the leader is prone to any of these is not conducive to long-term productivity and a high rate of employee turnover is sure to follow. Disrespectful actions must be eliminated before a positive environment can exist.
Unclear Direction
In business, it is sometimes necessary to alter course in response to one’s market or to other economic pressures. When altering course becomes a weekly activity, it creates unnecessary chaos. It’s as if current projects have no meaning as it has now become necessary to “take a different approach”. Employees are caught up in the helter-skelter environment and soon grow indifferent to any ideas presented by the leader as they realize that their hard work never fully reaches the implementation stage – because the leader will soon present something “new” to chase.
Know it All Attitude
When one has a “know it all” attitude, it’s almost impossible for new ideas presented by others to receive any form of consideration. Leaders exhibiting this type of behavior rarely have the ability to keep good people on staff. Employees become exasperated by the leader’s inability to consider that someone else can think. Meetings with this type of leader become a lecture vs a give and take session. I have witnessed employees falling asleep in meetings as the leader rambles on and on as if to impress everyone with their knowledge. Employees consider these meetings a waste of time, become reluctant to attend (sometimes communicate reasons that they cannot attend) and often find another place to work.
These are just a few of the behaviors that I have witnessed. As a leader, one must be open to asking one’s self – Am I a positive influence? How do my actions assist in setting the proper tone? Do my employees really respect me or just tolerate me because I am the “designated leader”? True reflection can make a world of difference.
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