Every person has a different set of skills, strengths and ways that they think. While the approach used with each person may vary, healthy organizations instill a sense of respect for everyone.
The quickest path to resolution is to speak directly to the person(s) involved in the scenario. It reduces the risk of miscommunication and distortions from multiple second or third hand channels.
Have you ever been approached by someone who presumed that you had mal-intent? How willing were you to work with them?
What about being approached by someone seeking to understand and being very curious while presuming all things positive about you? The response to these two situations is stark. Presuming the best cultivates goodwill and a willingness to work together. Healthy organizations know this is a foundational tenant of culture.
The opposite of autonomy is fear and micro-management. Giving others freedom to do what they do best creates an environment of creativity and fosters idea generation. These are essential components of growth and radical customer delight.
Generously share credit. Use language that acknowledges everyone who contributed. The use of “I” in a “we” situation can be shocking and surprising to those who know they allocated ideas, time, resources to a project or deliverable. “We” builds rapport and mutual respect. It communicates an implied gratitude to others.
The first time I came across the idea of questioning your own virtue first was in the Arbinger Institute’s “Leadership and Self-Deception”. The willingness to question our motives, thought patterns and behaviors before responding or drawing conclusions about others builds integrity and, sometimes, prevents embarrassment from having acted too quickly. It builds trust and respect with others.
Here is a reference of the 20 Toxic Workplace Indicators. The next series will focus on what to do to engage effectively.
One way to ensure subpar delivery and increase churn in an organization is to penalize people who ask questions and to have leaders who are unavailable to provide guidance and clarity. Doing so often leads to a lot of fire drills because those working on the project were not given guidance they needed, and the leader(s) only make time to see the product with limited time before it is due.
Micromanagement can simply be a coachable issue or be seen from someone who is in the wrong role. However, when micromanagement becomes the cultural norm anything that appears to deviate from “the established process” is unacceptable and is not given consideration. Over time, this will bring down employee morale and begins to drive mediocre products and services.
Truth and accuracy are often a threat to anyone trying to control and manipulate. If the people who want to control and manipulate are leaders, they will not tolerate “insubordination” from anyone who shares information that is different from their goals.