Tag Archive for morale

Leaders Do. Together.

mlkCountless organizations out there right now, while perhaps even appearing healthy and stable to those on the outside looking in, are dying on the inside. Morale is down. Infighting and politics are on the rise. Trust is lacking. Inefficiency isn’t. In short, it’s a hot mess.

So what’s to be done? Well, that would certainly depend on the group or organization, and what the specific symptoms are, but I think there’s at least one common denominator. These organizations need leaders, whether they have the fancy title or not, to step into the fray and become initiators of change.

When those leaders — again, whether they have a title or not — begin to shift together, use their influence together, talk together, dream together, strategize together, and, well, you get the idea; when those things happen, a group or organization will start to see change. And it will be the best kind of change, because it’s organic, felt-in-the-heart change, not some overwrought corporate mandate that comes down from above.

But here’s the kicker. It really has to be a group effort. What would happen in an organization if managers, execs, and other leaders went after something together? What if an organization’s 20 or 30 or however many managers and execs rolled up their sleeves, locked arms, and said they were going to make something happen. Not try to make something happen. Make it happen. As a wise, albeit odd-looking, smallish, green philosopher/jedi once said: “Do or do not. There is no try.”

Culture change? Way easier if it’s more than a couple of managers and/or execs here and there. Man, the cumulative influence of an organization’s leaders banding together in meaningful ways can’t be overstated.

So if you’re a leader within a group or organization, whether officially recognized as one or not, start the shift. Lead. Encourage others to do the same. Get together with them. Talk about it. Recruit others to join you. Make a difference. What are you waiting for?


Working Out and “Fixing” Culture


I’ve seen and heard it time and again.

“We’re going to fix our culture.” Or,

“For the next six months we’re going to focus on our people.” Or,

“I hope we can get our morale issue under control so we can get back to business.”


Don’t get me wrong — those are good things to do, but imagine if you took this approach to a health and wellness program. In fact, many of us have had this very experience (don’t judge me). It usually begins around January 1, doesn’t it? Or when we get ready to go to the beach for the first time over the summer. We get really motivated to get in better shape, eat right, and so on. We buy gym memberships and workout clothes that fit a little snugly (because after all, we’re going to lose weight, right?) and march off to the gym, determined that this time will be different. This time we won’t give up in March. We’ll at least give it until June.

We all know that to get lasting results in the health arena, we have to continually manage ourselves in this area. We have to keep eating right, and we have to keep getting to the gym to exercise. It’s an ongoing thing, or at least it should be.

The same is true in regards to group culture. In our organizations, we too often try to stick band-aids on culture issues rather than taking a long-term, strategic approach to them. Rather than understanding that culture is an ongoing initiative, we relegate it to some sort of temporary project.

lazy guySix months later we end up on the couch, our fingertips orange with Cheetos, and remnants of fried chicken from two days ago clinging to our sweats. We’re  bothered that we can’t fit into our workout clothing; but not bothered enough to actually do something about it on an ongoing basis.

There’s always next year.

Leaders: The Customer Isn’t Always Right

surpriseBuck up and stand up for your teammates. That was the gist of one of the points in this post and a couple comments below it. As leaders, we can’t be so quick to cower when a customer pitches a fit in our lobby, shrieking at the top of his lungs about how the customer is always right blah blah blah…

I’m not saying the customer isn’t right sometimes. Of course they’re right sometimes. And when those times come, we need to open and own up to our mistake. We’re human, after all; we’re going to make them. I’m just saying that customers aren’t always right. I mean, seriously. In what other context can any human claim with a straight face that they are literally incapable of being wrong? It’s silliness I tell you. Silliness.

I could do a whole post or twelve about that, but that’s not the point of today’s post. I think leaders have an opportunity here. It’s not like any of the parties involved actually think that customers are always right. You don’t think that. Your team doesn’t think that. Heck, the customers don’t even think that. They just know that somewhere along the way, some nincompoop coined that stupid phrase and employees have been beaten over the head with it and managers have cowered behind it ever since.

It plays out something like this:

Employee: “I’m sorry, sir. I can’t refund your insufficient funds fee. We’ve already refunded three of them and our policy only allows us three refunds per customer per year.”

Customer Who Isn’t Always Right: “Is there someone else I need to speak to that can actually do something about this for me?”

Employee: “I’d be glad to let you speak with my manager, but like I said, our policy is pretty clear and we’ve already given you refunds three different times. I’d also be glad to help you work through your budget and set you up with one of our financial planning gurus to help get you back on track.”

Customer Who Isn’t Always Right: “Obviously you can’t help me. Can you go get your manager?”

Employee: “Sure. Excuse me.” (Picks up phone, dials manager’s extension, and requests his presence at the workstation.)

Manager: “How can I help you, sir?”

Customer Who Isn’t Always Right: “Your stupid employee here won’t refund my stupid fees.”

Manager: (Looks at the employee.) “We won’t refund his fees?”

Employee: “Well, no, but only because the policy says we can refund fees three times and–”

Customer Who Isn’t Always Right: “Well you’ve refunded them before so I think you should refund them again. What’s that phrase? The customer’s always right? Apparently your genius employee didn’t go to customer service school the day they taught that.”

Manager: (Nodding thoughtfully) “Sir, I’m sorry you’ve had to go through such a hassle here today. I’m going to refund your fees. You’re right; customers are our top priority.”

customers-attitudeWe see and hear that sort of thing fairly often, don’t we? Maybe it’s not refunding fees, but it’s something else.

Employee does what she’s supposed to do, but it ticks off a customer.

Customer gets ugly with employee.

Manager pacifies customer, giving tacit approval to customer’s behavior, and inadvertently delivering subtle demoralizing blow to employee–all in one fell swoop.

While a certain amount of customer complaining and frustration is to be expected in any customer service position, I think we as leaders have an opportunity to do a better job at sticking up for our employees and teammates when a customer’s behavior is over the line. In the fictitious account above, the employee was simply doing what he/she was supposed to do according to the company’s policy.

So when the Customer Who Isn’t Always Right stepped over the line from frustrated and confused to insulting and demeaning in front of the Manager, the Manager should have politely asked the Customer Who Isn’t Always Right to refrain from insulting his employee. For bonus points, the Manager could have confirmed to the Customer Who Isn’t Always Right that the Employee was correct in stating what the policy was, but was also correct in offering the other sorts of assistance that he/she did.

The Manager is offering support on two levels there: (1) He’s sending a clear signal that he will not allow his employees to be treated a certain way, regardless of who it is; and (2) he’s confirming the employee’s operational knowledge and execution in the situation. He’s not undercutting the employee.

As leaders, sticking up for our teams can’t just be something we do when it’s easy or when there’s not much on the line. We need to be ready and willing to do it when it matters most.