Fear Management

by Dib Mossavi

Cons  –   Lack of strong management, sweatshop mentality, very sad lack of overall direction for company and divisions within company, very poor communication to workforce, poor treatment of line employees and professional workforce by majority of managers. Often one hand does not know what the other is doing. Very political environment has created an environment of general fear of speaking out which curtails creativity at many levels.

Advice to Senior Management

Learn to communicate with your workforce to show respect.  You will be losing some of your best employees due to the environment of fear that exists at current, and probably the ideas that could help you stay at the forefront. Word is on the street that XXXX is not a great place to work and it is therefore difficult to recruit the best to join your team. Those that do, thinking that perhaps they can make a difference, will  soon be disillusioned and thus your turnover will be high. You shall be bleeding the blood you cannot afford to lose.

My thoughts are  –  “We were looking at how all of this fear factor, the layoffs and so forth, actually affected employee attitudes and ultimately the fulfillment of customer satisfaction, …. In times like these, trust is a critical issue. Companies need their best people more than ever to be engaged and productive. But, often, this process starts at the top. We’ve got to maintain credibility with our workforce as a means of getting them to totally buy in to our company’s mission and vision. Anything less fosters a disengaged workforce that puts self-interest at the top of its list of priorities.”

Key Findings

  • Only 11% of employees strongly agree their direct managers words and actions are completely consistent.
  • 20% of respondents disagree that their company’s leader is completely honest and ethical, and one-quarter of respondents disagree that they trust management to make the right decisions in times of uncertainty.
  • 63% of respondents with strong trust in management would be happy to spend the rest of their career with their present company. This compares to only 7% of respondents who have weak trust in management.
  • 51% of respondents with strong management trust would invest money in their company versus only 6% of those surveyed with weak management trust.

Someone suggested to me that  managers must remain consistent to enhance satisfaction among their employees. They need to make sure that people understand when they’ve done a good job and reinforce that notion, and continue to facilitate trust and engagement that’s critical to good customer service.

In the end, trust and engagement breed success.

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