How to create a calm, cohesive, and accountable working
team.
Personnel challenges are not uncommon when you’re a manager.
But how does a manager know if the root of the problem lies in the employee or
the manager?
A few months ago, I received a call from “Jackie,” a
department manager who had approval from her boss to hire a consultant to fix
her never-ending personnel challenges. Jackie shared her long-time problems
with me. Her staff of six not only didn’t work as a team, but some office
friendships were so strong that others felt shunned. Emotions ran high among
her employees, and explosive outbursts were common. Because resistance to
change was so fierce, new systems to improve productivity and efficiency weren’t
used. Other departments complained to her boss that her team was difficult to
work with. The list went on and on. Jackie said she was at the end of her rope
and didn’t know how to change this toxic situation.
By the time we hung up, Jackie and I had a plan in place for
me to work with her and her people to get to the root of the problem. Our
strategy included employee surveys, a team-building workshop, and individual
coaching. As soon as the surveys began arriving, the pieces of the puzzle
started falling into place.
Then, during my on-site visit to observe and work with
Jackie and her staff, the full picture finally came into clear focus: The root
of the problem was clearly Jackie. All of the issues that she described to me
reflected exactly how she operates — explosive emotions, exclusionary
friendships, and resistance to change. Jackie’s employees were mirroring how
she conducts business.
As diplomatically as I could, I talked with Jackie about her
actions, behaviors, and responses to business situations and her employees.
Here are a few of my recommendations to Jackie for creating a calm, cohesive,
and accountable team:
- Don’t lose your cool. Stay composed during times
of stress. Avoid erupting at frustrating situations by waiting five seconds
before you respond to others. Above all, never use profanity. Emotional
outbursts are unprofessional and end any possibility of purposeful discussion.
- Build confidence and trust. When called on by an
employee to answer a question or help with work, always ask the person, “What
do you suggest?” Allow them to offer solutions to get the job done or guide
them to research the possibilities and come back to you with alternatives.
Avoid making decisions for your staff.
- Don’t do employees’ work. Although it’s tempting
to step in to help an associate handle a difficult situation, avoid it.
Employees coming to rely on their manager to bail them out undermines their
confidence and accountability.
- Don’t play favorites. Personal friendships
between managers and employees can lead to ill will on the part of other
associates. Although there might be no reason to suspect favoritism, perception
becomes reality. Leave personal friendships outside the office. Treat all team
members equally.
- Just listen. Some employees just need to vent about
workload, a coworker, or a customer. Don’t assume that you need to step in or
even offer an opinion. After hearing someone out, say, “How can I help?” Most
of the time you’ll hear, “Nothing. I just needed you to know.”
- Handle change appropriately. How can a manager
expect their staff to embrace change when the manager is fighting it? If you
can’t see the benefit of changes or disagree with the decision or process, the
discussion should be with your boss, not the employees. Approach the change
positively, asking for input for a smooth transition.
Employees take on the
personality of the environment in which they work. Before managers look outward
to explain performance and attitude issues, they need to examine their own
behavior and actions.