By Laurie Taylor
As seen in Colorado Biz Magazine
“I’ve NEVER had anyone talk to me the way you just did!”
That was the comment I received after telling one of my CEO clients that his behavior the other day was unacceptable.
My answer was simply this: “Did you HEAR me?”
Apparently he did. At our weekly staff meeting the next day he apologized to his staff.
I do not like getting angry with a client. Since I make my living getting hired by CEOs to help them manage their businesses, anger is not an attribute I find attractive and certainly not an attribute I would say is good for business.
The challenge in this incident was the CEO had stepped across a behavior line that I personally could not accept. I cared too much for him and his staff.
This CEO had met recently with a client who said he (the client) knew that this CEOs staff was spreading rumors about his business and he expected this CEO to do something about it.
Noticeably angry and upset, this CEO called a meeting the next day with his staff and accused them of spreading these rumors. When the staff protested, he said they were all lying to him. He didn’t give anyone an opportunity to explain their side of the situation and he didn’t engage them in a conversation that encouraged dialogue to get to the bottom of these very inflammatory accusations.
He assumed his staff was wrong and a client was right. Before I go on, know that I’m not a proponent of the theory that the customer is always right. The customer deserves respect and to be listened to, but they are not always right.
I know human nature can expose volatile behavior when pushed. This CEO is under some severe pressure right now. But simply because someone is ‘in charge’ and they are having a difficult time does not excuse bad behavior. Period.
Needless to say, this small team was devastated. One person has only been on board for a few months. This is a team who hasn’t had a lot of direction, very little management and scattered communication because their leader has not been focused on running his business. His focus is elsewhere. He brought me on board to provide some managerial direction for him and his team, define roles and responsibilities, create a more sound structure and improve revenues.
When I sign on to work with someone, there’s a caveat that reads ‘In order to reach the goals set out, it may require specific behavior changes from everyone.’ I always include that in my agreements because in nine out of ten situations when dealing with people, there is an issue with behaviors. And if someone isn’t willing to change or adjust their behaviors, it’s difficult to make progress.
I had worked with this small crew for over nine months. They had just brought on a new addition to the team to fill a huge hole in the capabilities arena. The team had had some difficult adjustments, as teams do. However, roles and responsibilities were clear, action lists were being submitted and monitored weekly, processes were in place and being followed, we had decided upon a defined set of values (to guide behaviors) and revenues were picking up.
Throughout this time frame, the CEO continue to fall back on old habits of making assumptions, instead of outlining expectations; wishing certain things would change without communicating what those changes should be; expecting that each person held his same work habits instead of understanding strengths of his team; and finally, assuming bad outcomes first before looking at areas of improvement.
As much progress as had been made, it simply wasn’t good enough. As much as I worked to help him see the positive, it was a continual struggle. Staff morale was low. With the addition of the newest employee, there had been more camaraderie but it was difficult to maintain because the leader simply brought the energy level down. The accusation that the staff was lying, almost broke their spirit.
I watched it happen and I couldn’t ignore it. That’s what brought on the heated discussion that transpired between me and my client.
The point is this. Bad behavior just doesn’t solve anything. If you are going to hire employees, step up to the plate.
There has been a ton of research and writings over the past two decades on leadership – a summation of all that work could boil down to ‘communicate expectations, adjust behaviors when needed, be there to provide support and encouragement,’ A recent study from researchers at Florida State University reports that “Workers with unsupportive supervisors are twice as likely to feel sad and helpless.” How horrible to go to work everyday and feel sad and helpless.
Got a question for you Mr. or Ms. Manager: Do you think you have employees who are feeling sad and helpless?
Too many managers, leaders, or supervisors who have the responsibility of employees make the managing of those employees way too hard. In this case, my client could have easily sat down with his staff and explained what he had heard. He could have solicited their engagement in solving a very real and concerning problem. Instead he felt he had to blame. Results: No one won and the impact of that horrible day will be felt for months to come.
I’m not saying you can’t be a strong leader or you can’t expect a high level of continuous and productive work every day from each and every person you hire. You have to expect results. But at the same time, if you aren’t getting them, and you are in charge – look in the mirror before you place blame.
Laurie Taylor is a small business expert and President of FlashPoint! Laurie works with business owners, with fewer than 500 employees in three areas: understanding how you make and keep money, understanding how to manage growth and understanding how to engage employees and improve productivity. Visit her website at www.igniteyourbiz.com.
