Lynn’s staff stated on several occasions that they think she does a great job with what she is given and that they have immense respect for her - for doing what they call an ‘impossible job,’ “Lynn is remarkable, she pulls stuff out of nothing.” However, the majority of employees stated they would like Lynn to trust them more with the responsibilities she delegates to them. Part of the issue is that Lynn used to run operations on her own, and although employees feel she has come a long way in the past year in letting go, there is still room for improvement.
Currently, Lynn monitors and assesses every step of employee projects. They submit a plan to Lynn and then report back to her as to what they are doing to meet plan objectives. Many are afraid to challenge and/or criticize her actions or inaction. One employee stated that “Decisions are made in a reactive manner which leads to heavy dishonesty. We sometimes walk on eggshells around Lynn and don’t tell her things to keep her from getting upset.”
As employees realize that they are not being heard – they stop coming forward with ideas and being straight with you. They will say things such as, “I don’t need to be micromanaged – I have proven myself over the time that I have been here;” “I can handle it – I can do my job without constant criticizing;” and “I love my job – but I am frustrated a lot.”
Some effects of a high level of control:
1. Employees are no longer willing to make sacrifices to meet company goals.
2. Employees may become disengaged as they do not feel they can exercise independent judgment and they then put in reduced effort that affects not only their own productivity, but that of their colleagues.
3. Stifles employee aptitude and potential and limits employees’ ability to accept increasing responsibility. Employees often feel it’s useless to demonstrate these characteristics and they then lack the desire to prove they are capable of performing at a higher level.
4. Employees begin to wonder why they were assigned certain duties if they are constantly told how to complete job tasks.
Next month I will discuss specifically how you, as a decision maker, can release control and build trust with your employees so they make better decisions and produce better results.
Idea Share of the Month!
Employees must trust management to risk coming forward with their great ideas. It is risky for employees to come forward with their ideas, as they are fearful. Fearful that their managers will dismiss the idea. Or that the idea will be considered too small and that they will be ridiculed, look foolish or be embarrassed among their peers, or worse yet, lose their job. These fears are very real for your employees.
Frame of Mind Consulting understands the unique DNA of your organization, which is necessary to turn any organization into one capable of leveraging the full idea potential of its employees. Would you like to drive connectivity and ownership throughout your company? Contact Page at (860) 559-7942 to set up your complimentary consultation during which you will receive some invaluable tips that you can apply to your business right away.