We recently placed a senior manager into a new organisation and six months into his new appointment we took him out to lunch to catch up. We were delighted to see how well he had settled in and how excited he was about the new role. However, what inspired this article was the contrast between his new company and the organisation that he had left.
It turned out that he had been miserable in his previous company! With two children about to take GCSEs at a local school, he didn't feel able to leave his previous job without something local to replace it and, if we hadn't head hunted him; he would have remained there for another year until the exam season was over.
He was a happy customer of his previous employer and this is what initially attracted him to the role. Working directly for the CEO and owner seemed like a great opportunity as they already had a great client/supplier relationship. Once the job started, however, the honeymoon was definitely over.
The owner behaved rather differently inside the office and did not treat his own staff in the same convivial manner as he treated his customers. With the weight of the world on his shoulders, he shared out the blame for any production issues or client loses amongst his "useless employees"!
He created a culture of resentment where his employees would do anything to ensure that they couldn't be individually singled out for the latest mishap, including blaming their colleagues. Innovation and creative thinking were far too dangerous and employees kept their heads below the parapet and their ideas to themselves.
The mood in the office was subdued and quiet and there was a visible lowering of tension when the owner was out of the office. Staff turnover was high and key talent were queuing up to jump through the exits at the earliest opportunity.
Although this was an extreme example and, to be fair, we don't think the individual concerned was aware of the negative impact he was creating, but it is easy to see how the culture of an organisation can be so affected by the boss.
This is actually great news...!
Behaviour that is exactly the opposite of our example will create a happier and more productive workplace. Whilst it is understandable that the business owner will often face greater responsibilities and greater financial pressures than the employees, the best solution to most of these problems is to create an ideal environment so the organisation will prosper.
The owner may well need to find an outlet and an ally with whom to discuss these problems but consistently expressing his displeasure on the shop floor is usually an own goal and just creates an additional barrier to success.
It is a well-established fact that the number one reason that good people leave organisations is not money but is down to poor relations with their line manager.
Management need training to ensure that they are motivating their teams correctly and senior managers need to understand how to influence their company in the most positive manner necessary to promote success.
For fast delivery of quality candidates, both temporary and permanent, call us for a chat on 01793 762026 or email Jackie and her team at: firstname.lastname@example.org.