Just lately while facilitating an Assistance Excellence Workshop for a group of leaders, I actually suggested that in the event that an corporation, team or department has a great culture (where staff members are warm, friendly, proactive, and productive) it’s because of great leadership. Inside the same note, I continued to make clear that when there is a culture of mistrust (where staff members are always angry, agitated, and publicly mistreat the other person and the customer) that it is also a by-product of poor leadership. Maslows behovspyramide
Puzzled by my stance, a participator curiously asked, “Well, who creates the culture? inches Their body language signaled that they fervently believed that employees create poor organizational culture. I quickly answered, “Leadership creates the culture. ”
How Market leaders Creates Great Cultures
Believe about it, good work environments don’t happen by chance. It requires a huge investment of time on the part of the leader. In great work environments, the innovator emulates characteristics of a service professional (one who is competent, warm and courteous, reliable, consistent, anticipatory, a team player, and uncompromising) and they also hold their staff liable for the same level of behavior every day.
When such leaders face an employee in the hallway or office, they immediately acknowledge the employee’s occurrence with a laugh and greeting. When an employee does something exceptional, they make time to recognize it. Likewise, when an employee’s job performance does not meet anticipations, a powerful leader will recognize the deficiency, coach, help, and provide retraining (if needed) to foster increased performance.
In great work environments, when an employee’s behavior towards a co-worker or customer is unwanted, the leader immediately tackles it in private – not allowing unacceptable habit to negatively contaminate the work environment. Bottom-line, a leader’s ability to create a great work environment makes a great culture.
Just how Poor Cultures are Produced
Negative work environments also take a lot of work to create. This depends on the innovator being too busy with meetings, reports, budgets, tasks, and new initiatives to give attention to the human factor — customers and employees. The end result is that “things” be a little more important than the “people”, and employee arrogance (which is manifested in being severe and mean to customers and co-workers, creating a “me” mentality rather than a team mentality, intentional inconsistency and sabotage, having no attention to detail in their work, and having no genuine care for the well-being of others) are often overlooked and accepted.
When leaders of a poor work environment face employees in the hall, they pass them by with no eye-to-eye contact or acknowledgement. When an worker does something exceptional, it goes unrecognized because the best choice feels it is area of the employee’s job. And, for the employee demonstrates unsatisfactory behavior, the leader phone calls a meeting and address the issue with the complete department- rather than having a private counseling session immediately with the individual.
In the final analysis, in a negative work environment at some point even high performing employees become disillusioned and stop excelling – feeling it will not matter since there are no consequences associated with excellent or mediocre job performance.
Which Work Environment Are Your Fostering?
Happen to be you emulating actions and behaviors that foster a great culture and work environment? Or, are you too busy to stop, and examine what is going on within your team or department? I actually firmly assume that employees avoid come to work with the intention of rendering it a miserable day can be and co-workers, but if they aren’t organised to a higher degree of accountability this is what eventually happens.