People leave an organisation
primarily because of poor-performing Team Leaders, who increasingly need to
improve their leadership and change management skills. It has never been truer
that "people leave managers, not organisations."
Low-performing organisations
will look to increase their staff to resolve performance issues rather than
review their systems and procedures to enable staff and Team Leaders to achieve
more with less by working smarter rather than harder, resulting in falling
staff performance.
This invariably leaves staff
feeling underutilised, undermotivated, and increasingly frustrated and bored,
as they have little to aim for or achieve. For staff to perform at their best,
they need to be stimulated to perform at their best, with goals and objectives
to aim for.
The primary factor in
poor-performing organisations is the need for leadership and change management
skills. Leadership affects every part of an organisation, and poor-performing
Team Leaders lead poorly-performing organisations where staff rights are more
valued and prioritised than customer service.
Poorly performing Team
Leaders are despised by staff, yet they believe they are performing well, as
they tend to be more wrapped up in their self-importance. They need to listen
and learn from their staff, the experts who enable an organisation to function.
Poor-performing Team Leaders
cause the most damage to an organisation and its staff, making staff feel their
only option is to leave. The overarching reason staff leave an organisation is
that poor-performing Team Leaders refuse to listen and acknowledge when things
are going wrong operationally.
The result is that poorly
performing team leaders refuse to believe they are part of the problem, leaving
staff unmotivated. They fall into the trap of undertaking the minimum to keep
themselves in a job and out of trouble. Low-performing Team Leaders
regularly exhibit actions and behaviours such as:
- An inability to deal with
controversial issues.
- Subjugating politically tricky
decisions to others.
- Not working with direct or indirect
Teams or functions.
- Not encouraging people to work
through collaboration.
- Allowing silo working to propagate
across an organisation.
- Not initiating performance-improvement
projects.
- Failing to communicate about
organisational issues.
- Evolving the consensus that change
is unnecessary.
- Failing to manage team performance,
allowing Teams to fail.
- Acting for political reasons rather
than the good of the organisation.
- Not asking questions to ascertain
basic information.
- Showing little regard for the
opinions of others.
- Appearing distracted when dealing
with significant issues.
- Not holding staff to account for
poor performance.
- Ignoring the accomplishments of
high-performing Teams.
- Over-celebrating minor achievements
to the detriment of major ones.
- Exhibiting toxic behaviour towards
high-performing staff.
- Disrespecting those different
opinions or ideas.
Organisations rarely fail
because of environmental changes. They fail because low-performing Team Leaders
cannot always communicate and are unable or unwilling to deal with change,
failing to lead their organisation to greater success.
The critical aspect of any
business is communicating about and adapting to change, especially as a team.
Effective communication and leadership lead to action and results, whereas poor
communication and leadership reduce performance, customer service and
profitability.
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