We have spoken about toxic environments before, but I want to add to that discussion today. This discussion will apply to all kinds of organizational structures. This will include churches, businesses, volunteer, and nonprofit organizations. The goal is to reduce stress and increase healthy input and productivity.
For organizations to reach their potential, leaders must develop an environment where those within the organization are supported and valued. Team members will want to succeed and take ownership of their assignments when supported and valued. When a team member is not supported or valued, issues arise. Members can begin to think that what they contribute does not matter. And they will not work to their fullest potential.
There are many ways to support members that do not cost much money. Encouraging workers and team members go a long way. Provide incentives for good work. Give extra paid time off. Celebrate positive achievements. Give room for suggestions and ideas. Consider these ideas and find ways to implement the good ones. This gives ownership to the people in the group. And without saying, recognize the people who have good ideas. Don’t take credit for someone else’s ideas.
Most people do not like to be micromanaged. Micromanagers mean well, but in the end, they can cause insecurities and mistrust within the environment! Trust the people to do the job. Do not be a helicopter boss. If a team member needs to improve their ability to meet the requirements or work to the required level, provide instruction and additional training. Do so gracefully and lovingly. The goal is to grow the person and not just discipline them. Talk about improvements. Let them make suggestions and, where possible, use those suggestions. Afterward, follow up and communicate periodically with the team member. In some cases, the leader may need to consider other areas of work or different assignments that fit better within their skill set.
Working with team members not meeting the task requirements will also build morale. Nothing is worse or more frustrating than having a team member not pulling their weight. This person would be sidelined in the sports world until they can improve. I am not suggesting that these team members be sidelined but that they receive additional training and an explanation of the goals and expectations of the job.
Poor communication and a lack of vision cause issues. Poor communication will be the cause of many organizations’ low morale. I encourage over-communicating the vision, purpose, and goals of the organization. Nothing is worse than inadequately communicating goals, process changes, and assignments. This can lead to confusion, nonproductivity, and inadequate use of human resources.
Once communicated, changes must be shared. I spoke with some in one organization who said that one problem is that the goal line keeps changing. They head to the goal line only to find that it has moved. Or, worse, the goal line has been completely relocated to another field. The point is that they get frustrated. They can only finish one task after another priority or goal is put in motion. This can develop apathy and discouragement in the workforce.
Communication and vision are critical components to the successful implementation of organizational goals. “Without a vision, people perish” (Proverbs 29:18). A vision not communicated is unfulfilled. “Write the vision, make it plain so that the one who hears can run with it” (Habakkuk 2:2). The vision should be understood, communicated, and written so that team members can implement it. Nothing is worse than having a vision that cannot be communicated succinctly or enacted because it is too complicated.
One final thought is the unwritten rules people are expected to live by. Every organization has policies and guidelines and a set of unwritten rules. Other times what is communicated corporately is different from what happens. For example, a church I was on staff often said they were friendly. In many cases, this was true, but after researching and asking newcomers to the church about their experience, I found this was not always the case. People who were not connected to someone in the church before they attended felt that the church was not as friendly as communicated. The positive is that we met with key leaders and discussed ways to change the environment to match what was being communicated. Unwritten rules may include time off, open-door policies, dress codes, etc.
As leaders, we must choose how we will lead. Will we dominate those we lead, or will we develop an inclusive, integrated, and growth-oriented organization? Will we address the unwritten rules or let things remain the same? It is our decision. It is our choice. Our actions will determine the environment and character of those on the team.
Questions for consideration:
- Are there areas in your organization where communication can be enhanced?
- What can you do in your organization to show support and value to team members?
- Do you micromanage those you lead? Why do you think you do this?
- Are there team members needing to be confronted about their performance? What precisely will you do to make this a success?
- How can you improve communication in your organization?
- What are the unwritten rules that need to be addressed?
Life on the edge 