People leave an organisation primarily
because of poor-performing Team Leaders, who increasingly need to improve their
leadership and change management skills, as it has never been truer that
"people leave managers, not organisations".
Low-performing organisations will look to increase their staff to resolve performance issues rather than review their systems and procedures to enable staff and Team Leaders to achieve more with less by working smarter rather than harder, resulting in falling staff performance.
This invariably leaves staff feeling underutilised, under-motivated and increasingly frustrated and bored as they have little to aim for or achieve. For staff to perform at their best, they need to be stimulated to perform at their best, with goals and objectives to aim for.
The primary factor in poor-performing organisations is the need for leadership and change management skills. Leadership affects every part of an organisation, and poor-performing Team Leaders lead poorly-performing organisations where staff rights are more valued and prioritised than customer service.
Poorly performing Team Leaders are despised by staff, yet they believe they are performing well, as they tend to be more wrapped up in their self-importance. They need to listen and learn from their staff, the experts who enable an organisation to function.
Poor-performing Team Leaders cause the most damage to an organisation and its staff, making staff feel their only option is to leave. The overarching reason staff leave an organisation is that poor-performing Team Leaders refuse to listen and acknowledge when things are going wrong operationally.
The result is poorly performing Team Leaders refusing to believe they are part of the problem, leaving staff feeling unmotivated, who fall into the trap of undertaking the minimum to keep themselves in a job and out of trouble. Low-performing Team Leaders regularly exhibit actions and behaviours such as:
The critical aspect of any business is communicating about and adapting to change, especially as a team. Effective communication and leadership lead to action and results, whereas poor communication and leadership reduce performance, customer service and profitability.
Low-performing organisations will look to increase their staff to resolve performance issues rather than review their systems and procedures to enable staff and Team Leaders to achieve more with less by working smarter rather than harder, resulting in falling staff performance.
This invariably leaves staff feeling underutilised, under-motivated and increasingly frustrated and bored as they have little to aim for or achieve. For staff to perform at their best, they need to be stimulated to perform at their best, with goals and objectives to aim for.
The primary factor in poor-performing organisations is the need for leadership and change management skills. Leadership affects every part of an organisation, and poor-performing Team Leaders lead poorly-performing organisations where staff rights are more valued and prioritised than customer service.
Poorly performing Team Leaders are despised by staff, yet they believe they are performing well, as they tend to be more wrapped up in their self-importance. They need to listen and learn from their staff, the experts who enable an organisation to function.
Poor-performing Team Leaders cause the most damage to an organisation and its staff, making staff feel their only option is to leave. The overarching reason staff leave an organisation is that poor-performing Team Leaders refuse to listen and acknowledge when things are going wrong operationally.
The result is poorly performing Team Leaders refusing to believe they are part of the problem, leaving staff feeling unmotivated, who fall into the trap of undertaking the minimum to keep themselves in a job and out of trouble. Low-performing Team Leaders regularly exhibit actions and behaviours such as:
- An inability to deal with controversial issues.
- Subjugating politically tricky decisions to others.
- Not working with direct or indirect Teams or functions.
- Not encouraging people to work through collaboration.
- Allowing silo working to propagate across an organisation.
- Not initiating with performance-improvement projects.
- Failing to communicate about organisational issues.
- Evolving the consensus that change is unnecessary.
- Failing to manage team performance, allowing Teams to fail.
- Acting for political reasons rather than the good of the organisation.
- Not asking questions to ascertain basic information.
- Showing little regard for the opinions of others.
- Appearing distracted when dealing with major issues.
- Not holding staff to account for poor performance.
- Ignoring the accomplishments of high-performing Teams.
- Over-celebrating minor achievements to the detriment of major ones.
- Exhibiting toxic behaviour towards high-performing staff.
- Disrespecting those different opinions or ideas.
The critical aspect of any business is communicating about and adapting to change, especially as a team. Effective communication and leadership lead to action and results, whereas poor communication and leadership reduce performance, customer service and profitability.
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