How often does your staff create distractions with an avalanche of finger-pointing and accusations? “He said” this and “she did” that and “I don’t know anything about this” are expressions that pop up.
If you hear these types of phrases occasionally, it’s normal and controllable. But if these expressions occur regularly or increasingly over time, you may be a party to workplace drama.
One of my clients has a somewhat contentious relationship with a peer leader in his company, where they are both in key roles. Although they get along on the surface, during a recent coaching session, it was clear that there has been a breach of trust on both sides.
Both know that they need to fix this. The longer my client avoids dealing with the issue, it will be “the elephant in the room” as they move forward. The company is undergoing a strategic transition, and it will be extremely difficult to accomplish their ambitious objectives without rebuilding trust.
Two months of the year have whooshed away and before too much more time passes, it’s worth taking time to look at what you’ve accomplished so far this year.
Are you on track? Are you pacing the way you expected late last year when you finalized your plan for 2023? What has changed and how are you accommodating those changes?
There comes a time when conflict inevitably percolates in the workplace. How you handle it makes a difference in whether it permeates, lingers, or fades.
Sometimes you have little control over a decision, such as deeply cutting expenses when cash flow is tight. Other times, you might take an unpopular position that upsets some of your staff.
I’ve been part of several conversations recently where trust issues have surfaced. Some have been positive, reflecting leaders who understand and embrace the benefits of a high trust culture. And others have swung to the other side of the spectrum where lack of trust is creating cracks in the organization.
Why is trust so important?
No one likes to deal with disruptions, but let’s face it, every leader has dealt with the consequences of unexpected interruptions. Sometimes the timing can be so disruptive that you feel paralyzed about how to move forward.
Good decision-making ability is a the key to having the least disruptions during such times. People sometimes overly complicate making decisions. When you approach the problem by first looking at the intended outcome, you create a path for a better result.
Just because many companies are working remotely doesn’t mean that your staff isn’t experiencing strife. “He said” this and “she did” that and “I don’t know anything about this” are expressions that pop up, whether you’re remote or physically in the office.
When you hear these types of phrases occasionally, it’s normal and controllable. But if these expressions occur regularly, you need to investigate what’s going on.
Do your employees’ work habits support or detract from your business? Are they slated for strong performance in the future?
Be honest when you think about your answer to this. Leaders who ignore the impact of the detractors can find themselves in a downward spiral when the pressure is on.