Working in the field that I do, an analogy has often been used comparing the success and development of people to the growth of a plant or tree (yes, yes I know it sounds a bit ‘hippy’ but stay with me 🙂 ). That is to say, within certain conditions we will thrive and flourish and in others we shrivel up and shrink away. The idea of ‘greenhouse organisations’ in which staff are provided with the right conditions for growth, development and expansion is not a new one but I am reminded recently of how rarely our leaders and managers try to understand our individual level ‘greenhouse conditions’. The tragedy that subsequently results, is the shrinking and confinement of otherwise excellent staff.
As ever, I’ll start with a little context and perhaps a personal anecdote or two. Usually I choose to write about topics outside of a work environment but as I started thinking about this, it struck me that ‘greenhouse conditions’ and ‘nurturers’ are just as relevant to our personal lives as they are to work. We are talking about understanding our conditions for success and the people who support and encourage that.
I have been fortunate in my life (or unfortunate depending upon how you look at it!) to experience a very wide range of people, personalities and styles – most of them incredibly positive and inspiring but a fair few I have to admit unfortunately fall into the ‘soul shrinking’ category. As my experiences grow and I talk more and more with people of similar-ish life circumstances, ambition and outlooks it is becoming less and less the case that I hear somebody say ‘I love my job. My team are great, the work is interesting and fulfilling and my manager is fantastic. I feel valued and recognised for my contributions and I can see myself staying here for a long time. Better still, I look up to and admire our leadership and I’d like to aspire to be like that some day”.
Some people may look at that statement and say “huh? that’s idealistic thinking right there – no job is like that” but I can tell you, I have been lucky enough to live that job and thrive in that environment – it does exist! Perhaps I am now ‘spoiled’ forever more as a result 😉 One of the main issues is, we’ve all become accustomed to just ‘putting up with’ the quite frankly mediocre (and in some cases toxic) environments we find ourselves in – in many cases even thinking ‘perhaps it’s my own fault, I expect too much’. So what (in my humble opinion) is at the heart of this outbreak of unfulfilled, down-trodden, unheard staff? Bad management and bad leadership. And linked to this, an idea I am calling the ‘enemy within’ for many organisations of today. That is, a glut of bad managers and leaders who are poisoning the organisations from the inside out and bringing down many bright, passionate staff with them.
One of many issues with the ‘enemy within’ is that people are unaware it’s there and / or are unwilling to accept it’s existence. Bad managers and leaders are allowed to crush and shrink their staff like the proverbial plant shoved into a dark corner. This can be for a number of reasons – it might be because those people are good at ‘politic-ing’ and maneuvering away from scrutiny or that the organisation doesn’t care enough to honestly reflect in on and challenge itself. The most common thing I’ve heard (and seen) a lot of is the genuine belief of some leaders and managers that they are great at what they do, but the reality is a far cry from their perception.
This situation I think raises so many questions for the modern day workplace (and could be extended out to our personal lives too) about how we understand our people, value them and ensure the very best performance that comes from the heart.
I can’t (and wouldn’t want to) tell others what to do, as I am far from perfect and have much still to learn. But as usual I will share my thoughts on what works – as a manager and leader and as someone who has been managed and led. These are the killer questions I ask of myself:
- Have you sat down in a relaxed environment and asked your people about themselves, their interests and ambitions? This sounds basic and common sense but I believe this is where many managers and leaders are going wrong – they haven’t really invested time in getting to know their people so how can they genuinely care for and understand them.
- How clear are your expectations? Do your people know what you expect of them in terms of delivering specific things and the kinds of behaviours you would hope to see? This is another important thing for me, as a manager or leader there is no getting away from the fact that you will have expectations of your people – for me I think it’s about clearly articulating these but then allowing people the space to decide for themselves about the approach they take to meeting them. Goal and objective setting together is a great way to understand each others’ expectations and aims.
- Have you developed trust and openess with your people? This doesn’t just happen because you say it does. Actions speak louder than words so how do you really show people that you are to be trusted and that you truly welcome honesty.
- Do you regularly ask for feedback with a genuinely open approach? Are you prepared to hear the ‘bad’ things as well as the good? Nobody is perfect and hardly anyone gets things right first time. When someone is new to your team (or wider life) how do you find out how you’re doing and whether you’re hitting the right note? It’s by asking regularly and being prepared to listen to ways in which you can do better.
- Have you spent time reflecting on what things might feel like / be like for that person? Empathy is a hugely important part of connecting with someone, so being able to think about how you might feel if you were in their shoes goes a long way to helping them to feel understood and supported.
I know much of the above sounds simple and common place but having recently seen too many fantastic, intelligent and ambitious people be adversely affected by bad managers and leaders it struck me that perhaps more sharing of experiences and ideas wouldn’t go amiss. More challenge aimed at organisations to really assess whether they are good at leadership and managing their people.
So in finishing, here is my question to everyone out there…What will be your choice for 2016 and beyond? Do you choose to support people to flourish and grow or will you knowingly or unknowingly fail them, leaving them to shrivel in a world of disengagement and frustration? Will you choose to help your people to thrive and innovate or are you going to thwart ambition and change in favour of comfort and control?
An organisation is only ever as good and successful as the people working there and in investing time, effort and care in your people (much as that may require a cost to you in the short term) you will be successful beyond your greatest dreams.
“Success is a team sport. It requires dedication, inspiration, and passion; and one can never get that without cultivating the culture of trust, mutual respect, and empowerment.” Forbes