Picture this . . .The dynamic organization you work for used to have a culture that was both meaningful and rewarding. The company grew and thrived as it navigated a difficult and challenging journey. The executive team valued both soft skills and hard skills. They invested time and effort into developing talent, achieving exceptional financial results, and shaping a business to be proud of. Everyone faced high expectations and found ways to support one another to achieve them.
Today, the challenges remain, but the culture has developed cracks. The endless disruptions of a changing industry, stiffer competition, and a revamped executive suite fuel dynamics that have created a confusing culture. The leadership still talks talent management, but their actions indicate that chasing the numbers is far more important. It is becoming more difficult to trust what the management team says.
Three key reasons to pay attention to management behavior:
#1. Management behavior can make or break your business strategy.
Achieving alignment is highly emphasized. When it happens, it feels good. It’s energizing and contagious in a positive way. When projects, processes, and people don’t align, it can be painful, alienating, and contagious in a negative way. In a management role, you are influencing outcomes and impacting others in both the short term and the long term.
#2. Everything you say and do sends a message whether you’re silent or vocal, engaged or disengaged.
As a leader, during every conversation, presentation, meeting update, or conference call participation, you’re leaving an impression, and others are judging you by what you say and how you say it. They are forming opinions of you based on what is important to them. Often, their next moves depend upon your input, which means you impact their effectiveness.
It’s critical to be mindful of how your behavior shapes others’ perception of you. If you are not attuned, then you are letting others shape their perceptions of you. Even a reputation for hard work and effort will not necessarily create strong working relationships. Effectiveness requires self-awareness regarding how you self-manage and work with others.
#3. We all have a few tendencies that control us instead of us controlling them.
For instance, you may be an impatient person and blow up at times. Can you stop that urge before it happens, or do you become aware afterward? Don’t you find it intriguing that in similar pressure situations you can be diplomatic when dealing with customers yet lose your cool when dealing with colleagues?
Most everyone has a few tendencies that take charge at the most inconvenient times. It’s extremely valuable to identify “the factor” that helps you contain the impatience rather than having it let loose on its own, catching it later and having to do damage control.
Management behavior is important because actions speak louder than words. When they don’t match, trust is strained. When trust wobbles, solid performers begin to question themselves and their reason for remaining part of a confusing culture – they become retention risks. Losing management talent can be costly in both quantitative and qualitative ways.
Share your thoughts……
What kind of actions create culture cracks?
What kind of actions create retention risks?