Dear Manager: Stop Stepping on Rakes

Bored businessmanBy Jason Questor
Managing Partner, Programs and Practices

Of all the Bad Manager scenarios I hear, there is one that comes up more often than all the others put together. Goes like this.

The manager is getting tons of pressure from above to constantly “do more with less”. In real life this means the department has “do more of” productivity, efficiency, and product/service quality, with “less or no additional” people, money or tools.

Because the manager either doesn’t know how to or won’t push back, they sacrifice their otherwise life and start working early, late, through holidays and on weekends. This only adds to their stress, fatigue, frustration, burnout and disengagement. Very soon, their personal productivity, efficiency, and product/service quality suffers. They know they are going to pay for this when it comes to performance review time.

Despite the evidence that should lead to a conversation with their own manager, this manager pecks down on the team, demanding all the same “more with less”.  And the results are the same. The entire bench undergoes identical, accelerating and growing stress, fatigue, burnout and disengagement. Top performers suffer the most, because they often bear the brunt of the increased demands. Midline performers start to buckle. Newbies give a collective “whoa” as their promised training, coaching and mentoring evaporates. Some blame the company. Some blame the manager. Some blame themselves. Some do all three.

Quick list of what happens next:

  • Everybody puts their resume on the street.
  • Top talent flies out the door, often to your direct competition. Fact is, people quit their managers far more often than they quit their jobs. How to know? Is their new job the same as the old job in a better environment?
  • Increasing workload gets shared out among the remaining staff, making things worse.
  • Backlog spirals up. Productivity, efficiency, and product/service quality spiral down. Now upper management gets directly involved. Havoc ensues. Fingers are pointed. Blame is allocated. No-stick shields are activated wherever possible.
  • The manager and the company are seen as evil by employees, both within and outside the department, and this gets socialized like mad – both informally and on websites like Glass Door® by former employees. Your company gets blacklisted by the potential talent pool you need to attract to succeed and grow.
  • Customers don’t get served. You lose them. Executives like this,  who created this situation, don’t get served. They lose you.
  • The manager gets fired for poor performance, but not before the manager has fired some of their own people who are failing through no fault of their own.
  • Lots of new newbies are hired. But, because they are new, they can’t hit the ground running. The reality is that, while Orientation (here’s your workstation) takes a few days, Onboarding (you are now fully productive) can take months. Everything gets worse in the meantime.
  • Human resources costs go up and up. Ask yourself, how much does it really cost to replace a professional grade employee? Don’t forget to include the costs associated with the rest of the team not producing at top speeds because they are training, coaching and mentoring the new arrivals, thus not doing their own work. Also don’t forget all that time you have an empty workstation waiting for a new occupant. Want some figures? A 2012 study by the Center for American Progress found the cost of replacing an employee can look like this:
    • 16% of annual salary for high-turnover, low-paying jobs (earning under $30,000 a year). For example, the cost to replace a $10/hour retail employee could be $3,328.
    • 20% of annual salary for midrange positions (earning $30,000 to $50,000 a year). For example, the cost to replace a $40k manager could be $8,000.
    • Up to 213% percent of annual salary for executive positions. For example, the cost to replace someone earning $100k could be $213,000.
    • Here’s the link:
  • People on your team start getting sick. Sporadically, then seriously and for a while. Some come into work while sick. More people get sick.

Bottom line: nobody, at any level, gets what they wanted.

So, where does the buck stop in this nightmare? Ultimately, with the senior management that created this situation.  If senior management brings increased demands along with a “do more with less” attitude, and are unwilling to have rational conversations about it, the ball is in the manager’s court.  By the way, all of this says volumes about your corporate culture and whether you, or anyone else, wants to work there.

So, now it is up to the manager to decide what to do. What should happen is that they will push back with hard evidence right from the get go. This will be presented calmly and thoroughly. The language used must focus on the positive things everyone wants: productivity, efficiency, and product/service quality, along with reciprocity – “In order for us to get this, we need that”. How long does a 3 minute egg take?

If, instead, the language focuses on negative words and phrases like fatigue, burnout, disengagement, and too much work, it just sounds like whining.

  • Note to employees – if you are having this conversation with your own manager, the same applies.
  • Further note to managers – very, very few of your employees can or will do this. They will just work until they snap, and you will lose them.

If senior management listens, none of the nightmare happens. If senior management is indifferent or hostile to reasonable discussion and wants to be the big bully, the manager has some choices:

  • Become the little bully to the team
  • Be honest and candid with the team, look for efficiencies, track everything, and make the best of a bad situation
  • Make a career decision.

If the manager decides on being the little bully, the scenario plays out. They have just stepped on the mother of all rakes, and the outcome is swift and hard.

From Alpha Guerilla: The Leadership Lessons ©2017 Jason Questor.



Clients Do Not Come First

dreamstime_m_49136428By Jason Questor
Managing Partner, Programs and Practices

Organizational executives have been doggedly repeating the mantra for decades – “The customer comes first”. And what has been the result? Far too often and in far too many organizations large and small, it means that those who directly serve the client / customer are seen by management as mere means to an end – not much more than meat machines.

Year after year, the studies pile up and are duly reported on by business publications. With the exception of a few bright star organizations, employee morale and engagement scores continue to be weak across all private and public sectors globally. The standard shopping list of recommendations of what leaders and managers must do to fix the situation gets trotted out, again and again. Social media fills up with memes about the “boss from hell”. Company reviews on sites like Glass Door sometimes give pause to job seekers, and you lose that key talent before you even meet them.

Obvious Fact: disengaged, unhappy, unappreciated people are unlikely to be ideal ambassadors and advocates for your products and services, and unlikely to be motivated, other than by fear or deeply held personal integrity and values, to be providing your clients and customers with outstanding service.

“Clients do not come first. Employees come first.
If you take care of your employees, they will take care of the clients”
Richard Branson

Richard Branson’s business acumen and insight is legendary, and his belief that it is the employees who must come first sounds at first, to many ears, like heresy. And yet his wisdom immediately rings as truth. What does this actually mean in terms of action items for you as a business leader, manager, champion, mentor and coach?

  1. Find out what those words up there mean insofar as how they integrate with your ideal you: leader, manager, champion, mentor, coach. How much of each of these are you being and doing on a day to day business? How much should you be doing to create and sustain people engagement and passion? This ties directly into how much discretionary effort your people are willing to provide. Do they do only the bare minimum to not get into trouble or do they bring everything they’ve got to their work? This links directly to your ability to attract and retain key talent. And oh, it also reflects directly on you, your personal and professional reputation, and your own future prospects.
  2. Find out what kind of a culture you are creating and reinforcing every single day, in every meeting, communication or other interaction with your people. While everyone owns culture, it is your decisions, expressed attitudes and behaviour that have, by far, the greatest impact on culture. Sit down and have a think about this. Discuss it with your peers.  Figure out what you and they need to be and do to close the gap between what your culture looks like and what you want it to be.
  3. Find out what those very impressive Vision, Mission and Values statements mean in terms of strategy execution, all the way down through programs, projects and everyday work. Make the links. Work with your people so that they know how these grand thoughts translate to what they do on the job every day.
  4. Delegate effectively and well. Develop your people through ever higher levels of involvement with initiatives of strategic value, not just tactical or operational Inbox tasks. Know the differences among delegating, assigning, giving orders and dumping.
  5. Coach, mentor and train your people every day with every means at your disposal. Invest in them and make your investment very visible. Respect, recognize and reward growth, not just goal achievement. Again, as Richard Branson said, “Train people well enough so they can leave, treat them well enough so they don’t want to.”
  6. If you are doing it right, you see yourself and you are seen as a member of the team, not someone outside of it.
  7. Stop saying “I” when you talk about organizational achievements. No matter how awesome you are or think you are, you did not do it all by yourself. Start saying “We”.
  8. Stop saying “You” when things don’t work out as planned. Your people received their initial and ongoing direction from you. Start saying “We”.

And if I may be allowed one more quote to wrap all this up, let’s hear from Mahatma Gandi:

“You must be the change you want to see in the world.”

From Alpha Guerilla:The Leadership Lessons ©2015 Jason Questor

ACHIEVEBLUE’s Culture, Leadership and Management Development practices merge the world’s most powerful and widely used culture assessments with in-depth analysis, debriefing, action planning and training services to enable you to create and sustain the organizational culture that creates success. Click here for more information, or call Mona Mitchell or Jason Questor at 416-236-3005.