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Digg it UP - Why Do Managers Create Low Morale? Or Does My Bum Look Big In This?
Communication failures are common in industry and government. In many cases the poor communication stems from a lack of knowledge by managers, supervisors and team leaders in how communication works in the human brain. A result of this poor understanding is lower levels of productivity than is otherwise possible.Communication models suggest that problems in communication are as much about listening as they are about speaking. It is not only the receiver who needs to listen well, but also the speaker.A common theme amongst modern communication models is that people filter, interpret, attach meaning and significance to what they hear based on their thinking styles, their life experiences, their relationship with the speaker and their emotions at the time of hearing the communication. Their response is based on this complex
The problem for the manager is how to find out if he is good, and adding value to the organisation, or if he is bad, interfering and preventing the workforce from performing tasks that they are perfectly capable of doing well on their own.
To get honest feedback we have to be able to look in the mirror.
The problem the manager faces is that his own behaviour distorts the reflection away from the true one towards the one that the workforce thinks he wants to see.
If a manager asks his workforce what they think of him the answer will be coloured by the fact that the manager is the person who decides wage increases, promotions and allocation of work.
The employee is going to find it very difficult to tell the boss something that the boss does not want to hear.
The responsibility therefore lies with the manager to create the environment in which the employees can provide a true reflection
This requires an understanding of what behaviour the Manager exhibits that stops the employee providing a true reflection and the discipline to once having identified this behaviour, to stop doing it.
What is the
We all have recollections of historical dates of significance. So as you plan out your yearly calendar, have a little fun with what is going on in the outside world. Look for clever dates and innovation memorials that you can use as a marketing tool. Not only can you use these little tidbits to amuse yourself, you can also use them to reconnect with friends, colleagues, associates, bosses, potential employer, and reporters.March 15th was the day Julius Caesar was given the warning of impending doom. He, as history connotes, ignored the warning. If you are Irish, St. Patrick's Day is a big one and it is just around the corner. Also, did you know that the rubber band was invented on that same day in 1845? Can you imagine life without them?Consider the rubber band. Get creative and mail someone an envelope full of them with
The answer to the initial question is easy.
We all know what managers do to the workforce that causes the workforce to feel the way they do about their jobs.
The managers never listen to the workforce, they never give the workforce any respect, they don’t value the workforce and they spend their time “managing” by telling people what to do.
The much harder question is “What can we do about it?”
It is first necessary to understand the logic of why the manager creates low morale?
Low morale is not a situation that the manager wants.
The manager knows that low morale has a destructive effect on performance, he knows that discontent causes employees to leave and he knows how expensive it is to recruit and train replacements, yet he still behaves in the same way that produces the same environment for his workforce that causes these problems.
We can only assume that the manager, for whom morale is a problem, does not know how to manage people.
This may seem to be a criticism but in actual fact, of all the time spent training people to manage, almost the whole of that time is spent training them to manage inanimate things.
Inventory, Process, Law, Data, Statistics, Strategy, Planning, Legislation etc.
Very little, if any, time is spent teaching managers how to manage people.
If managers have never been taught how to manage people we can’t criticise them for creating low morale when they try.
A popular tactic for people who don’t know how to do something is to frighten other people so that their level of ability will not be questioned.
In this way the manager builds a defence to ensure that his behaviour cannot be criticised.
He deliberately makes people afraid to communicate with him to protect the illusion that he knows what he is doing.
His behaviour creates a defensive position behind which he sits and which distorts his view of reality in such a way that it reinforces his belief that he is a good manager.
His belief in himself, that he is a good manager, means that the morale problem must therefore be coming from somewhere else.
If we were able to show the Manager the real effect of what he does to the workforce then his perception of his role and his behaviour would change dramatically.
In order for the manager to understand the effect of what he does to the workforce it is necessary for him first to understand the way the workforce see themselves and how the way they see themselves differs from the way that the manager behaves towards them.
There is a huge disconnect between how people see themselves and the treatment they have to put up with at work.
There are 6 Billion people on this planet and It is safe to suggest that very few of them, when asked, Are you an individual? Would answer, No!
And yet this is how they are treated at work.
Nobody listens to their ideas, nobody values their opinions, and nobody gives them any recognition.
The manager may not perceive his behaviour in this way, because he thinks he is a good manager, but his is the behaviour that we exhibit towards worthless things.
It makes the workforce feel worthless to be treated this way.
It is impossible for the workforce to tolerate this behaviour from management because it conflicts with their own view of themselves. The workforce know that they are all valuable individuals.
The only way that the workforce can deal with managers who treat them in this way is to disengage and ignore their behaviour.
In the workplace this is seen as being Sullen, Uncommunicative, having a Poor Attitude, Low Morale or Apathy.
Knowing why the workforce feels this way allows us to understand that the “Low Morale” is not a function of the workforce, it is instead a function of the way that the workforce is treated by their manager.
To change the way that the workforce feels about what they do we have to change the environment that they work in.
Their working environment is created by the way their managers behave towards them.
To change the working environment we have to change the way that the managers behave towards the workforce.
To do that the managers have to be able to see the consequences of what they do.
But how can they do that?
If a good manager asks his workforce for their opinion of him he will receive their expressions of approval and be satisfied that he is doing a good job.
If a bad manager asks his workforce for their opinion then he too will receive their expressions of approval because as we all know, the best way to get a bad manager off your back is to agree with him.
The problem for the manager is how to find out if he is good, and adding value to the organisation, or if he is bad, interfering and preventing the workforce from performing tasks that they are perfectly capable of doing well on their own.
To get honest feedback we have to be able to look in the mirror.
The problem the manager faces is that his own behaviour distorts the reflection away from the true one towards the one that the workforce thinks he wants to see.
If a manager asks his workforce what they think of him the answer will be coloured by the fact that the manager is the person who decides wage increases, promotions and allocation of work.
The employee is going to find it very difficult to tell the boss something that the boss does not want to hear.
The responsibility therefore lies with the manager to create the environment in which the employees can provide a true reflection
This requires an understanding of what behaviour the Manager exhibits that stops the employee providing a true reflection and the discipline to once having identified this behaviour, to stop doing it.
What is the r
Many psychologists and many underachievers have often hypothesized that CEOs, Sports Stars, Famous Generals and CEOs are all very similar to criminals. In fact they all often display very psychopathic tendencies that actual criminals do. Of course much of these traits are shared by all humans but a higher percentage and more often by this group above, which includes criminals too. It is for this reason that that the subject came up in an online think tank when a member stated;“Although it is worth pointing out that it has been shown that many very successful persons and CEOs display psychopathic tendencies (not violent, just single-minded, ruthless in a non-violent way, and having the mindset of 'the ends justify the means', displaying an almost complete lack of empathy), which may be what you were alluding to with the genetic
Inventory, Process, Law, Data, Statistics, Strategy, Planning, Legislation etc.
Very little, if any, time is spent teaching managers how to manage people.
If managers have never been taught how to manage people we can’t criticise them for creating low morale when they try.
A popular tactic for people who don’t know how to do something is to frighten other people so that their level of ability will not be questioned.
In this way the manager builds a defence to ensure that his behaviour cannot be criticised.
He deliberately makes people afraid to communicate with him to protect the illusion that he knows what he is doing.
His behaviour creates a defensive position behind which he sits and which distorts his view of reality in such a way that it reinforces his belief that he is a good manager.
His belief in himself, that he is a good manager, means that the morale problem must therefore be coming from somewhere else.
If we were able to show the Manager the real effect of what he does to the workforce then his perception of his role and his behaviour would change dramatically.
In order for the manager to understand the effect of what he does to the workforce it is necessary for him first to understand the way the workforce see themselves and how the way they see themselves differs from the way that the manager behaves towards them.
There is a huge disconnect between how people see themselves and the treatment they have to put up with at work.
There are 6 Billion people on this planet and It is safe to suggest that very few of them, when asked, Are you an individual? Would answer, No!
And yet this is how they are treated at work.
Nobody listens to their ideas, nobody values their opinions, and nobody gives them any recognition.
The manager may not perceive his behaviour in this way, because he thinks he is a good manager, but his is the behaviour that we exhibit towards worthless things.
It makes the workforce feel worthless to be treated this way.
It is impossible for the workforce to tolerate this behaviour from management because it conflicts with their own view of themselves. The workforce know that they are all valuable individuals.
The only way that the workforce can deal with managers who treat them in this way is to disengage and ignore their behaviour.
In the workplace this is seen as being Sullen, Uncommunicative, having a Poor Attitude, Low Morale or Apathy.
Knowing why the workforce feels this way allows us to understand that the “Low Morale” is not a function of the workforce, it is instead a function of the way that the workforce is treated by their manager.
To change the way that the workforce feels about what they do we have to change the environment that they work in.
Their working environment is created by the way their managers behave towards them.
To change the working environment we have to change the way that the managers behave towards the workforce.
To do that the managers have to be able to see the consequences of what they do.
But how can they do that?
If a good manager asks his workforce for their opinion of him he will receive their expressions of approval and be satisfied that he is doing a good job.
If a bad manager asks his workforce for their opinion then he too will receive their expressions of approval because as we all know, the best way to get a bad manager off your back is to agree with him.
The problem for the manager is how to find out if he is good, and adding value to the organisation, or if he is bad, interfering and preventing the workforce from performing tasks that they are perfectly capable of doing well on their own.
To get honest feedback we have to be able to look in the mirror.
The problem the manager faces is that his own behaviour distorts the reflection away from the true one towards the one that the workforce thinks he wants to see.
If a manager asks his workforce what they think of him the answer will be coloured by the fact that the manager is the person who decides wage increases, promotions and allocation of work.
The employee is going to find it very difficult to tell the boss something that the boss does not want to hear.
The responsibility therefore lies with the manager to create the environment in which the employees can provide a true reflection
This requires an understanding of what behaviour the Manager exhibits that stops the employee providing a true reflection and the discipline to once having identified this behaviour, to stop doing it.
What is the
Finding the right source for your business can mean the difference between success and failure. When you are able to find a supplier that can give you what you need at low costs and a fast turnaround time, you should consider yourself lucky, because you have found what it takes to keep your business afloat. But if you have yet to find that source, you should look for certain traits.The main source you will have to deal with is the one that provides you with the product that your business sells. Finding this one is the hardest part - and the most important. To start with, you should compile a list of all the options that you want to consider. Look on listings or databases for the information on as many companies as possible. You will want at least 10 that you can compare.When comparing the sources, you need to think of s
In order for the manager to understand the effect of what he does to the workforce it is necessary for him first to understand the way the workforce see themselves and how the way they see themselves differs from the way that the manager behaves towards them.
There is a huge disconnect between how people see themselves and the treatment they have to put up with at work.
There are 6 Billion people on this planet and It is safe to suggest that very few of them, when asked, Are you an individual? Would answer, No!
And yet this is how they are treated at work.
Nobody listens to their ideas, nobody values their opinions, and nobody gives them any recognition.
The manager may not perceive his behaviour in this way, because he thinks he is a good manager, but his is the behaviour that we exhibit towards worthless things.
It makes the workforce feel worthless to be treated this way.
It is impossible for the workforce to tolerate this behaviour from management because it conflicts with their own view of themselves. The workforce know that they are all valuable individuals.
The only way that the workforce can deal with managers who treat them in this way is to disengage and ignore their behaviour.
In the workplace this is seen as being Sullen, Uncommunicative, having a Poor Attitude, Low Morale or Apathy.
Knowing why the workforce feels this way allows us to understand that the “Low Morale” is not a function of the workforce, it is instead a function of the way that the workforce is treated by their manager.
To change the way that the workforce feels about what they do we have to change the environment that they work in.
Their working environment is created by the way their managers behave towards them.
To change the working environment we have to change the way that the managers behave towards the workforce.
To do that the managers have to be able to see the consequences of what they do.
But how can they do that?
If a good manager asks his workforce for their opinion of him he will receive their expressions of approval and be satisfied that he is doing a good job.
If a bad manager asks his workforce for their opinion then he too will receive their expressions of approval because as we all know, the best way to get a bad manager off your back is to agree with him.
The problem for the manager is how to find out if he is good, and adding value to the organisation, or if he is bad, interfering and preventing the workforce from performing tasks that they are perfectly capable of doing well on their own.
To get honest feedback we have to be able to look in the mirror.
The problem the manager faces is that his own behaviour distorts the reflection away from the true one towards the one that the workforce thinks he wants to see.
If a manager asks his workforce what they think of him the answer will be coloured by the fact that the manager is the person who decides wage increases, promotions and allocation of work.
The employee is going to find it very difficult to tell the boss something that the boss does not want to hear.
The responsibility therefore lies with the manager to create the environment in which the employees can provide a true reflection
This requires an understanding of what behaviour the Manager exhibits that stops the employee providing a true reflection and the discipline to once having identified this behaviour, to stop doing it.
What is the
You have worked hard at finding your next job. You have come through many obstacles and have reached your career objective. You have received a job offer. You’re thrilled. Mission accomplished. After all, what else is left to do?A majority of job candidates do not negotiate their offer. They are happy just to have received it. They just want to start their new job and start getting paid again. Besides, there's a myth that the process of negotiating could turn the employer off and cause the offer to be rescinded? Does this kind of thinking sound familiar?Offer negotiations are certainly an optional part of the job search process. You don’t have to negotiate. Should you? Absolutely! In fact, when you don’t negotiate, negative ramifications can occur.For example, you’re in Sales or Customer Support or an
In the workplace this is seen as being Sullen, Uncommunicative, having a Poor Attitude, Low Morale or Apathy.
Knowing why the workforce feels this way allows us to understand that the “Low Morale” is not a function of the workforce, it is instead a function of the way that the workforce is treated by their manager.
To change the way that the workforce feels about what they do we have to change the environment that they work in.
Their working environment is created by the way their managers behave towards them.
To change the working environment we have to change the way that the managers behave towards the workforce.
To do that the managers have to be able to see the consequences of what they do.
But how can they do that?
If a good manager asks his workforce for their opinion of him he will receive their expressions of approval and be satisfied that he is doing a good job.
If a bad manager asks his workforce for their opinion then he too will receive their expressions of approval because as we all know, the best way to get a bad manager off your back is to agree with him.
The problem for the manager is how to find out if he is good, and adding value to the organisation, or if he is bad, interfering and preventing the workforce from performing tasks that they are perfectly capable of doing well on their own.
To get honest feedback we have to be able to look in the mirror.
The problem the manager faces is that his own behaviour distorts the reflection away from the true one towards the one that the workforce thinks he wants to see.
If a manager asks his workforce what they think of him the answer will be coloured by the fact that the manager is the person who decides wage increases, promotions and allocation of work.
The employee is going to find it very difficult to tell the boss something that the boss does not want to hear.
The responsibility therefore lies with the manager to create the environment in which the employees can provide a true reflection
This requires an understanding of what behaviour the Manager exhibits that stops the employee providing a true reflection and the discipline to once having identified this behaviour, to stop doing it.
What is the
Are your systems all-inclusive? Employees trained to handle guests with special needs? Is the restaurant designed to make it easy for these guests to visit and be comfortable? How many sales are you losing because these guests know it is difficult for them in your restaurant, and never even come in the door?First, ensure your staff understands how to provide great service to everyone. These basics include:- Offering to carry food to the table for expectant mothers, parents with children in their arms, guests on crutches, using walkers, etc. Common sense, but not commonly practiced. - Keeping aisles clear and clutter-free so people can easily move through them. - Having a bench or area to sit in during peak times for customers who need to rest their feet. Get out from behind the counter and take an order f
The problem for the manager is how to find out if he is good, and adding value to the organisation, or if he is bad, interfering and preventing the workforce from performing tasks that they are perfectly capable of doing well on their own.
To get honest feedback we have to be able to look in the mirror.
The problem the manager faces is that his own behaviour distorts the reflection away from the true one towards the one that the workforce thinks he wants to see.
If a manager asks his workforce what they think of him the answer will be coloured by the fact that the manager is the person who decides wage increases, promotions and allocation of work.
The employee is going to find it very difficult to tell the boss something that the boss does not want to hear.
The responsibility therefore lies with the manager to create the environment in which the employees can provide a true reflection
This requires an understanding of what behaviour the Manager exhibits that stops the employee providing a true reflection and the discipline to once having identified this behaviour, to stop doing it.
What is the required answer to the question, Does my bum look big in this?
And what is the real answer.
The behaviour of the person asking the question determines the answer they get, not whether it is the right answer or not.
The behaviour of the manager towards his workforce determines whether the workforce tell him the truth or not.
The soft skills that enable the manager to behave in a way that allows him to hear the truth are the key skills for a manager.
While the manager remains unaware of these soft skills there is only a remote possibility of his discovering how to manage effectively.
Peter A Hunter
Author of "Breaking the Mould"
http://www.breakingthemould.co.uk
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