People leave an organisation primarily because of poor-performing managers, both Team Leaders and Directors. But more so due to Directors who need more leadership and change management skills. Never has it been truer that "people leave managers, not organisations".
The primary factor in poor-performing organisations is the lack of leadership skills, where staff rights are more valued and treated as a higher priority than customer service. Leadership affects every part of an organisation. Poor-performing Team Leaders and Directors lead poorly-performing organisations.
Many staff are being led by poor-performing Team Leaders and Directors, who are despised yet believe they are performing well. Poor-performing Team Leaders and Directors tend to be more wrapped up in their importance. They need to listen and learn from their staff, who are the experts that enable an organisation to function, resulting in the team feeling their only option is to leave.
Poor-performing Team Leaders and Directors cause the most damage to an organisation and its staff. The overarching reason staff leave an organisation is that poor-performing Team Leaders and Directors refuse to listen and acknowledge when things are going wrong operationally.
The poor-performing Team Leaders and Directors refuse to believe they are part of the problem. The result is that staff feel unmotivated and depressed and fall into the trap of just returning to work and undertaking the minimum to keep themselves in a job.
High-performing Team Leaders and Directors lead organisations and staff successfully. They increase productivity and engender staff with a feeling of joy when they accomplish more with less effort, leading the team to work smarter rather than harder.
One of the significant signs of poor-performing Team Leaders and Directors is that they need to pay more attention to problems in an organisation, especially with individual staff. They need to confront the issues directly with the team, addressing everyone instead of the individuals causing them.
This is especially true in an organisation where staff are recruited to tick a diversity and inclusivity box. These staff may need more intellect and intelligence to undertake the role they have been engaged in. Instead, the organisation should recruit staff with the skills, knowledge, and experience to perform well.
Poor-performing Team Leaders and Directors resort to micromanagement techniques to manage staff and feel in control. All this achieves is to make staff feel they need to be more trusted and capable of performing their duties.
Poor-performing Team Leaders and Directors feel they must micromanage an organisation to control every part of it, ultimately turning them into control freaks. This inadvertently informs staff that they need constant supervision, are incapable of performing well, and are suspected of being at the root of all the organisation's problems.
Poor-performing Team Leaders and Directors don't respect their employees, credit them for their work, or show appreciation. They will very often push the best-performing staff to leave the organisation. This compounds the issue of poor organisational performance. High-performing teams will not tolerate disrespect of any kind. They want and deserve to feel appreciated and recognised for their contributions, whether large or small.
Poor-performing Team Leaders and Directors cannot plan and lack personal and organisational vision. They don’t offer high-performing staff any personal growth or development. High-performing staff will not follow a leader who is going nowhere. A high-performing team will feel stagnant in this environment and, if they see personal and professional advancement, will choose to leave.
Poor-performing Team Leaders and Directors need to communicate effectively with their staff. When they make poor decisions, it negatively affects everyone. They will lose loyalty and support. Being prideful, egotistical, and unwilling to review feedback or ideas from others is a sign of stubbornness and of being a poor-performing Team Leader or Director.
Poor-performing Team Leaders and Directors have a sour attitude. They do not know how to control their emotions, resulting in their use of fear tactics or bullying to get their staff to perform. High-performing Team Leaders and Directors lead gracefully and keep their emotions in check.
Overall, poor-performing Team Leaders
and Directors lead organisations that suffer from the following:
- High staff turnover and sickness levels.
- Staff recruited for diversity rather than knowledge.
- Staff negatively affected by mental health issues.
- High levels of staff injuries, such as RSI.
- Low morale and productivity.
- A toxic work culture environment.
Poor-performing Team Leaders and Directors exhibit the following behavioural patterns in which they:
- Refuse to make decisions, including politically difficult or controversial ones.
- Subjugate difficult choices to others whom they can blame if things go wrong.
- Show an astonishing lack of leadership, preferring others to take the initiative.
- Despise change managers whom they belittle and berate publicly.
- Think that change is not necessary, leaving organisations to stagnate.
- Are unable or unwilling to think deeply about strategic organisational issues.
- Act for political reasons rather than the general good of the organisation.
- Cannot ask probing questions to ascertain basic information.
- Are unable to hold Staff or Teams to account for poor performance.
- Act divisively to attack the reputation of high-performing staff and Teams.
- Show little regard for the opinions of others.
- Appear distracted when trying to deal with organisational issues.
- Erode the credibility of high-performing Team Leaders and Staff.
- Exhibit toxic behaviour towards others whom they see as a personal threat.
Poor-performing team leaders and directors lead to
poor customer service, which devastates an organisation as customers defect to
competitor organisations, causing a drop in revenue and rising costs. The worst
consequences of poor customer service levels driven by low-performing Team
Leaders and Directors include:
- Lower Income: Customer service will prevent customers from defecting to the competition, leading to revenue drops and rising costs.
- Lower Customer Service: poor service can quickly cause service and reputational ratings to drop, leading to a decline in revenue as customers move away.
- Increased Costs: poor customer service leads to miscommunications or misunderstandings, resulting in additional costs for the business, especially when a customer needs assistance with damaged or faulty products.
- Damaged Brand Reputation: poor service levels can damage an organisation's reputation and make it easier to attract new customers.
The real issue for poor-performing Team Leaders and Directors is their delusional and misguided opinion of themselves as perfect and everyone else being at fault. They mistakenly believe that no one else can see their poor performance. Organisations either need the political will or the ability to remove the poor-performing Team Leaders and Directors and do a great disservice to high-preforming staff and Teams.
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