Paul noticed office morale seemed low, staff seemed unhappy and discontent. He was aware of the usual moans and groans about workloads and management but wondered if there was any particular issue that was bothering people. His team leaders confirmed his impression but could not give a specific cause. One of his managers suggested regular open staff meetings with him, no specific agenda just the opportunity raise any issues or concerns directly with him as the senior manager. Paul dismissed the idea saying it would just become a moaning session and encourage others to be negative. In the absence of any obvious issue he decided to ignore staff morale.
Following interviews with a cross section of employees the inspection team reported low morale. Senior management responded by saying it was to be expected in view of budget cuts and some services being reorganised. However the inspectors said the complaints were specific, lack of information, failure to appreciate the impact of the freeze on vacancies, no cover for absent employees( high absenteeism ) excessive workloads, distant and out of touch Senior management.
Dave was a competent and experience member of team who younger members looked up to. He was however increasingly negative in team meetings. He was cynical about the motives of senior managers. When the team were told senior managers were going to employ a consultancy firm to run focus groups to get feedback on services and clients priorities/ preferences he referred to recent budget cuts , ” if they asked us we could tell them what our clients are unhappy about” . He complained senior managers weren’t really interested in what clients/customers wanted or they wouldn’t have cut services. They were however prepared to pay a bunch of management consultant to tell them what they wanted to hear whilst ignoring the views of staff who actually delivered the service. There was a lot of nodding of heads in agreement.
The Chief Executive was very keen to encourage joint working with a particular partner agencies. He initiated regular one to ones with his opposite number. He proposed regular joint team meetings between the two senior management teams and announced the new initiative would be kicked off with a one day joint workshop. The teams response was summed up by one individual who said we have tried all this before it’s a complete wast of our time they spend half the time moaning about our staff and the rest of the time moaning about each other.
So how should a leader manage these incidents of negativity which can occur at all levels with in an organisation. In my experience Paul’s response of ignore it and hope it will pass is not effective in the longer term. It does however serve to illustrate that managers are often uncertain and uncomfortable in tackling negativity.
The response of the senior management team to the inspectors report was the all to common,”shoot the messenger”. They need to listen to the concerns of employees even if they don’t have any solutions .
Dave needs to be challenged. If the team are concerned about the impact of cuts on their clients/customers it can only be a good thing that an independent mechanisms is being set up to listen to them and give them a voice.
The Chief Executive obviously thinks this partnership is worth the effort. They are undoubted aware of past efforts and the dysfunctional reputation of there opposite numbers team but this is an opportunity to show what a United team looks like and can achieve if two chief executives will it. Besides which if the Chief Executive wants you and your colleagues to attend its because they have confidence in your ability to make a difference they think it is a good use of your and their time.
Blair Mcpherson former Director author and blogger www.blairmcpherson.co.uk
