Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘job satisfaction

A “Conspiracy of Silence” Creates an Organizational Tolerance of Harassment

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The role of the leader is to create a smooth operating and empowered organization that frees employees from obstacles and barriers to their personal productivity. The presence of harassing behaviors and those who would use them against their fellow employees destroys any and all empowerment and organizational cohesiveness a leader builds.

Harassment in any form humiliates and frustrates not only the victim but the employees forced to witness these behaviors on a consistent and regular basis. A “conspiracy of silence” typically develops that creates an organizational tolerance of harassment even when corporate policies are in place to prevent harassment in any form from occurring.

While harassment may not be tolerated at the higher levels of management, it can be present in the lower echelons of the organization. A failure to deal with this jeopardizes the victim of harassment, the company, and the leader who observes it but fails to take appropriate action to eliminate it.

The real legal ramifications and consequences are becoming increasingly severe for the leader and company that turn a blind eye to this negative behavior. Additionally, leaders allow their authority to be undermined and diminished, which results in a measurable impact upon their professional and the company’s financial performance. What appears to be an easy decision to “look the other way” can have far-reaching career advancement implications.

Surveys published by Harvard Business School regarding employees’ perceptions of harassing behavior show that multiple or extreme instances clearly have serious ramifications for organizations. These surveys included employees from a number of major U.S.-based corporations and specifically indicated the following:

Job Satisfaction

Harvard reported a 15% decline in job satisfaction between those employees who never witnessed these harassing behaviors and those who witnessed two or more instances within their company.

Evaluation of Supervisor

Approval ratings of supervisors who tolerated these behaviors in the workplace plummeted by 20%. Included with this is the loss of trust in the system that is supposed to allow employees to make complaints without negative consequences in terms of their jobs and potential for advancement within the organization.


Organizations experienced a 10% decline in company communications. This is due to a lack of trust in the system and a feeling among employees that they are placing themselves in jeopardy if they make complaints about harassing behaviors. There is a strong sentiment that management does not take discipline seriously and that there is a fear of reprisal that keeps employees silent.

View of Senior Management

Organizations experienced a 15% drop in the approval of the actions of senior management. The prevailing view is that senior managers are out of touch with what is happening in the lower echelons of the organization, specifically highlighted by the fact that they feel adequate policies and channels are in place to deal with the problem of harassment.

Organizational Commitment

Personal commitment to the organization is reported to drop approximately 20% as employees feel they have been left on their own to deal with these problems. There is a prevailing view that when harassment occurs, they are powerless to do anything to effectively handle the problem. This is why so many ultimately go outside of the company and go through the legal system to handle the problem.

Employee Turnover

Employee turnover increases with the existence of workplace harassment within the organization. Approximately 30% of those who witness harassing behavior will actively look for a new job. For employees who have actually been harassed the number increases to approximately 50%. This represents a loss to the organization that then has to replace and train new employees as well as a drain on experienced and productive employees who refuse to tolerate this negative behavior.

Additionally, once employees feel compelled to seek new employment due to the hostile workplace environment, the liability risks to the company increase as many will seek compensation for financial and monetary losses associated with the change in jobs.

It is difficult for companies to quantify the total financial impact these factors have on efficiency and productivity, not to mention the financial risks associated with lawsuits stemming from this behavior. It places leaders in the dilemma of having to effectively lead in what may be considered a hostile workplace environment. The principles of empowerment and team development are negated, completely undermining leaders’ efforts.

Excerpt: Workplace Harassment: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 19.95 USD


Six Ways You Can Destroy Trust and Credibility

Functioning in a Less Than Meaningful Workplace

Handling Workplace Complaints, Concerns and Issues

With Conflict Resolution Nothing is Straightforward and Simple

For Additional Information the Author Recommends the Following Books:

Sexual Harassment: Pinpoint Leadership Skill Development Training Series

Negative Employee Behaviors: Pinpoint Leadership Skill Development Training Series

Building & Nurturing Trust in the Workplace: Pinpoint Leadership Skill Development Training Series

Improving Communications in the Workplace: Pinpoint Leadership Skill Development Training Series

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Leaders Succeed When Their Employees Are Successful

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Aiding employees in achieving their personal goals and feeling important and successful within the organization requires good interactive leadership practices. Effective leaders consider helping their employees to be successful an exciting, worthwhile pursuit. When employees are successful, so are leaders.

Helping employees succeed is essential to keeping work units, projects and the entire organization running smoothly and on course. It is not unlike an environment where employees are novice pioneers, dependent upon leaders to guide the wagon train through the chaotic and ever-changing organizational wilderness into “the promised land.”

Achieving and attaining the “unordinary” is the major force behind moving individuals ahead, as it instills a sense of organizational worth and the attainment of incremental successes. In moving employees forward leaders must continually build and instill a desire and commitment to persevere, while continually looking toward the horizon rather than backward.

If leaders fail in their responsibility to harness the best they and their employees can give, all actions get caught up in trivial, daily routines and procedures, problems and issues. Concentrating on the “ordinary” militates against successful achievement and accomplishment.

Individual and cooperative encouragement is the means to goal attainment that is “beyond the ordinary.” An interactive leader’s experience, insight and carefully applied strategies avoid many of the overwhelming barriers and frustrations that wait in hiding. These are vital to eliminate because they can automatically dampen an employee’s spirit and the desire to continue onward toward the achievement of success.

In order to help their employees succeed, leaders employ specific strategies to reinforce motivation, determination and perseverance. These include:

Use New Assignments to Test Individual and Cooperative Limits

It is a leader’s responsibility to remain alert for ways to improve their work unit’s productivity and the organization itself. This depends on giving full support to their employees; they are the ones possessing the skills and manpower required to make improvements a reality.

There is no better way to achieve success than by openly testing individual and workgroup limits. Isolating a difficult job situation and placing employees or groups directly into it provides leaders a revealing gauge of their capabilities. It is also an effective way to overcome a negative problem or situation plaguing the unit or organization.

Once accomplished, it instills a feeling of success, self-worth, and the desire to tackle other challenging projects and assignments. The group/individuals begin to realize they can “accomplish the nearly impossible” by merely challenging, pushing and extending their limits. Consistent encouragement is given during the entire interactive process to see the challenge through.

A leader’s active support during this process is used to encourage his or her people and instill a sense of adventure into the assignment. This is key to making any challenge more enjoyable and successful. Without developing a pioneer spirit of determination and fortitude to surmount the challenges new assignments present, existing fears and uncertainty become an overwhelming obstacle. “Going where no one has gone before” and getting there with whatever it takes is a stimulating way for leaders and their employees to approach each new assignment.

Related: Six Steps to Educate Employees About Delegated Tasks and Assignments

Consistently Question the Status Quo

Facilitating their employees’ success requires that a leader continually urge them to challenge certain processes and offer suggestions on how unproductive efforts or inefficiencies can be improved upon. In order to accomplish this, they list all current work practices within their unit or organization. These must be firmly established and in the category of “the way it’s always been done.” Once the list is compiled they turn it over to their employees and ask, “How useful is each practice for doing the best we can?”

This interactive technique generates creativity and innovation among employees because they are empowered to determine whether or not a particular process or way of performing tasks or assignments is efficient or essential. The critical part of the procedure is to carefully analyze and evaluate the impact of each process and form or structure of task assignment to determine whether any should be kept in place, altered or eliminated.

If certain procedures are selected for modification or possible elimination, the challenge is to find a way to change it. (Policies critical to productivity and quality assurance cannot be challenged and are out of bounds for analyzing and assessing.) Success comes when employees are able to eliminate generally useless rules and needless routines that only hinder their abilities, performance and jobs.

Related: Focusing Your Employees on Future Performance

Break Free of the Routine

Nothing stymies success more than becoming robots of routine. Comfort zones are the greatest inhibitors of thinking, creativity and innovation, which are indispensable to success.

To help free employees of their comfort zones leaders can use the following exercise. Have employees make a complete list of their daily habits, activities and routines. Ask them to respond to the question, “Which of these improve my feeling of self-worth and my efforts in the unit and organization, and which do not?”

Have them circle the “helping” activities and place a check mark next to those that are “hindering.” If they have a difficult time determining whether they actually want to eliminate some of the hindrances they should be told to ask themselves, “If I keep on with this particular habit, activity or routine, what is the worst that can happen?” After responding, employees should ask the question positively, “What is the best thing that can happen to me if I eliminate this particular hindrance?”

Finally, employees ask, “How successful will I feel knowing that I can overcome something that hinders me? How will it improve my outlook to know I have control over things that prevent me from moving ahead?”

In supporting employees in their efforts to overcome hindering practices and habits, success can be brought about in incremental steps with minimal amounts of effort. The goal is to displace useless habits deeply entrenched in comfort zones with more productive ones. Leaders and employees will both find that the growth pains are clearly worth the gain in creativity, innovation, overall personal productivity and job satisfaction.

Related: Formulating Questions as a Source of Continuous Improvement

Excerpt: Improving Workplace Interaction: Pinpoint Leadership Skill Development Training Series by Timothy Bednarz (Majorium Business Press, Stevens Point, WI 2011)

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

Written by Timothy F. Bednarz, Ph.D.

November 1, 2012 at 10:56 am

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