In a world of endless demands for growth our business leaders are increasingly being asked to create organisations which make exceptional profit, to satisfy thirsty shareholders, and also to build working communities for people to thrive, develop and find satisfaction. A tall order, and of course, on many occasions the money wins out.
We live and work in an economic model with some crude levers of control. If there is a downturn, there often appears no other route than to make staff cuts, regardless of the impact on individuals or the wellbeing and morale of the business. It all makes logical sense – we have to stay in business – but the price seems high. Discords can quickly arise between those who make the decisions – who hold leadership – and those who receive the impact. Little wonder then that people become cynical and dispirited, waiting for ‘the next round of cuts’ – regardless of the promises and the polished corporate communication.
Now add to this the slow change in management style. Many senior leaders have not grown up in open environments, where putting as much emphasis on how the organisation develops and sustains itself is as important as the task of making money. Little wonder that cultures lacking this perspective often produce leaders who are driven, focused primarily on business results, with little time for the nuances of the human dynamics in organisations.
In such environments the business bully can and does survive…and often wins. Bullies get results, certainly in the short term. Fear is a great motivator and in our hierarchical structures people often do not have the skill or the will to stand up against managers with more control and power. So the disagreement, the unsaid words go underground and slowly people reduce their commitment – not speaking up in meetings, letting key issues pass for the sake of a peaceful life, going home early and finally looking for anew job.
So whose issue is this? Primarily the boss’s. He or she needs to be aware of the impact and strength of their style and how they use, or misuse, their power.
With 360 degree feedback in place in many businesses, logic suggests leader awareness should be high. But collusion erodes these measurement systems – ‘I won’t tell him, he doesn’t listen anyway’ – or worse – ‘he’ll go on a witch hunt until he finds who made that comment’. So how open is the leader to development, to being challenged, perhaps publicly? It is hard to take that step. He already sees himself as successful, so why change? Indeed his fear may go much deeper – ‘can I change?’ Some managers may feel personal change will blunt their ‘edge’, rather than enhance their capability. However people ultimately follow behaviour, not words, so the bully eventually reaps his own long term harvest.
The open, listening manager also reaps a harvest too, but often one very different from the bully’s. Research tells us that the most successful managers have teams that want to work for them. High performers are attracted to open, inclusive leaders and sustained results follow.
Yet there are two sides here. The people being bullied need to change too. Allowing things to stay as they are, regardless of how abusive the situation, is also wrong. It takes belief and confidence. A team member needs to be sure of themselves and their own self-worth, to recognise the moment to speak out on an issue, regardless of how well tasks are being achieved. Those close to the leader must confront, be assertive, and intervene, trusting their inner compass for guidance as they deal with issues. Change can and does happen when a clear-thinking, assertive person interrupts a repetitive organisational pattern. Done eloquently, without compromise, the dynamics will begin to shift. Motivation rises, issues are not pushed under the carpet, people can be themselves. The real tough business issues are then addressed with strength, vigour and openness.
So changing behaviour is a shared issue, but one which fundamentally starts with the manager. He or she holds power and responsibility and has a duty to be aware of the impact of their leadership style and approach, particularly when they are stressed. Maybe useful questions in any interaction might be: ‘Am I, in what I am doing or saying, adding to the long term growth and sustainability of my business? Will this add to our success, not only financially, but also by drawing out the very best from all those around me?’
We are all tasked with the job of getting excellent results and creating business environments where people grow, and are motivated and satisfied. Nothing less will do.