Organizations Are Finding Stability
June 2, 2016 Leave a comment
Organizations are finding stability – but not stability that rests on lack of change; that stability often leads to organizational distress.
I’m talking about stability that includes a responsibility to your business, your employees, customers, environment and the economy. Stability that is foundational; guiding principals that influence daily activities and encourage employees to collaborate and explore future opportunities with shared purpose. The kind of security that is critical when organizations are changing and the economy is in flux (everyday). Stability that understands that pushing boundaries sometimes means taking one step forward and two steps back… and those steps are all learning opportunities to be celebrated… not failures that compromise job security, trust and therefore creativity / progress.
Organizational stability is a savior when it’s rooted in values that are honored, celebrated and respected by all employees. Values and guiding principals that drive:
- The interview process and new employee selection
- How employees are compensated / rewarded
- How employees are mentored and encouraged
- How employees speak with each other
- All engagement with customers / clients
- Difficult Conversations
- Training / Learning and Development
People repeat behaviour that is rewarded. You can’t positively affect the organization’s cultural core without bringing your team along. There has to be trust, communication and fairness.
Some of the hardest work is to address a top performer who isn’t a team player. Why? Because they do undermine corporate values and organizational stability… which is why they can’t be allowed to continue. It’s easy to measure their individual success – but difficult to measure the negative impact / loss they cause throughout your organization by lowering others engagement, productivity and loyalty. They may seem to be star earners, but what about the harm they do undermining everyone else’s progress? They may be costing more than they bring in as they create a work environment that causes talented employees to walk away.
Good employees leave bad cultures and / or bad bosses. Losing strong, dependable, collaborative talent [for whatever reason] disrupts organizational stability and increases hard-costs, as you have to hire and retrain new talent. I see it far too often how lone-wolf employees erode organizational success and the potential within team dynamics.
How your treat your whole team is your culture.
Holding people accountable does not mean you have to be mean or cruel, it means you have to be confident and fair. You have to hold people accountable to the corporate values, success of the business, its customers, any individual you are speaking with AND all of the other employees. Holding people accountable provides organizational stability everyone can trust… during slow times, busy times and even during times of great change.
Organizational stability expands productivity and creative engines exponentially.
Your team is the energy that drives your organization forward. Stability requires dialogue that may not be easy at first (difficult conversations), and often requires training and practice to learn how to move forward – consistently.
Happy communicating… and hiring… and mentoring… and training.
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