Addressing a Devil Within

To build a loyal, strong team one needs to put in place a variety of tools. This includes the standard tangible things — good office space, proper tools —  as well as the intangible things, those that can make or break a job experience. The good companies have positive intangibles such as working a vision for the future that staff can believe in and feel that you are part of. Receiving a fair and just compensation, including a bonus so when the company does well and they contribute to that success, they are rewarded accordingly. Having a welcoming and attractive workplace where they enjoy coming to work. Having a fair-minded boss who respects the staff, treats them with respect and recognizes their efforts for others to see. Being part of a strong team so that they can rely on one another to be successful. A challenging job where one gets satisfaction from the work that they perform. Being part of a company that they can be proud of, from the service and products they produce to their public image.

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When all of that is in place, the company is well-positioned to succeed. But when the head of the enterprise and/or members of its management team look out for their own personal interests and not for the good of the enterprise, problems set in. But what are the signs the warning signs that things are amiss in your organization? Here are some things to look out for:

Does management misrepresent things and falsify facts? Is loyalty a one way street for them?  Do they blame others and stir up resentment for their shortcomings and throw others under the bus? Are they trustworthy who set a good moral tone for the enterprise? Do their commitments and obligations change to suit them at the moment? Do the leaders of the organization act on a transactional-basis to get the deal they want at the moment and not recognize the long-term effects to the organization? Do they do away with the checks and balances that any good organization must have? Do they tend to discard long-term relationships with others who have sacrificed for them in the past? Does the sheer dint of their personality, threats, intimidate of others, or their charisma allow them to get away with these practices?

All of the above can act like a poison to an organization. If any of those warning signs point to a person in your organization, you cannot afford delay action. The health of your organization depends on it.

 

Michael Neidle

Michael Neidle
Michael Neidle is president and CEO of Optimal Management, an advisor to staffing firm owners and managers.

Michael Neidle

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