Hi,
I have a team of energetic people, dedicated on work and productive…
I was out of India From office for 2 months and in that period few issues came in frame-
1. Team leaders are being arrogant (source juniors)
2. Seniors don’t hear Juniors (source juniors)
3. Juniors are not cooperating and productive (source seniors)
4. Everyone is trying to prove others wrong
5. No more unity
I understand that few seniors are really not cooperating with juniors but are very productive, so what would be the possibilities to get rid of with this kind of issues.
Support Needed :)
Thanks,
Hemant
From India, Delhi
1I have a team of energetic people, dedicated on work and productive…
I was out of India From office for 2 months and in that period few issues came in frame-
1. Team leaders are being arrogant (source juniors)
2. Seniors don’t hear Juniors (source juniors)
3. Juniors are not cooperating and productive (source seniors)
4. Everyone is trying to prove others wrong
5. No more unity
I understand that few seniors are really not cooperating with juniors but are very productive, so what would be the possibilities to get rid of with this kind of issues.
Support Needed :)
Thanks,
Hemant
From India, Delhi
Hi Hemant,
The problem is really complicated but common. You can document these and sought for the actions.
1. Team leaders are being arrogant (source juniors)
If you can document it specifically as part of the performance review process. It can be done by asking subordinate staff to give feedback of their seniors/team leads/manager in an appropriate form designed by the HR Department of your company.
2. Seniors don’t hear Juniors (source juniors)
This may also be documented along with as in the point 1
3. Juniors are not cooperating and productive (source seniors)
This is also documented (Critical incident log) as and when the instance took place and taken into account while the performance appraisal took place or even this can be discussed before this.
4. Everyone is trying to prove others wrong
As soon as you will implement a form of recording of these events and getting it filled by the concerned employees; most of the problems will get resolved automatically. You can exercise the corrective action effectively as you have documented facts.
You can frame a guideline (this will also give you an opportunity for a close view of situation) from both the documents; which will lead to improvement in the office discipline, individual behaviour and in performance.
5. No more unity: I don’t understand this.
From India, Jaipur
The problem is really complicated but common. You can document these and sought for the actions.
1. Team leaders are being arrogant (source juniors)
If you can document it specifically as part of the performance review process. It can be done by asking subordinate staff to give feedback of their seniors/team leads/manager in an appropriate form designed by the HR Department of your company.
2. Seniors don’t hear Juniors (source juniors)
This may also be documented along with as in the point 1
3. Juniors are not cooperating and productive (source seniors)
This is also documented (Critical incident log) as and when the instance took place and taken into account while the performance appraisal took place or even this can be discussed before this.
4. Everyone is trying to prove others wrong
As soon as you will implement a form of recording of these events and getting it filled by the concerned employees; most of the problems will get resolved automatically. You can exercise the corrective action effectively as you have documented facts.
You can frame a guideline (this will also give you an opportunity for a close view of situation) from both the documents; which will lead to improvement in the office discipline, individual behaviour and in performance.
5. No more unity: I don’t understand this.
From India, Jaipur
Dear Hemant,
The problems of this kind arise when importance is given to persons rather than process or importance is given to issues than values.
It is your wrong perception that your people are dedicated. If were to be they would not have put the self before the team. They appear to be dedicated to their own skills but not towards the development of organisation.
Now you have identified the problems. Senior must be the role models for their juniors. If seniors do not listen to juniors then you cannot blame juniors for playing truant.
The first thing that you need to do is tell seniors to pull their socks up. Discipline follows or flows from top and it is not other way round. Secondly, they should show allegiance to the organisational goals and not personal goals. Thirdly, they must create well-defined systems and processes. Fourthly, impart training on skills like organisational communication (I am not talking about communication skills, please note), interpersonal skills etc.
Above all one more important skill is conflict handling skill. The seniority of seniors lies in eradicating negative conflict and substituting positive conflict in its place. However, this is much easier said than done. But then you have to start this some time.
At this stage, you may have temptation of taking your team to some resort and conduct outbound training on team building. Let me caution you that if you do this, they will enjoy those games and it will create bonhomie. But this ephemeral bonhomie will wither in couple of weeks and things will be back to square one.
Secondly, you need to check your real leadership qualities as well. A good leader is one who ensures that everything is smooth in his/her absence as well. Sooner you left the scene then things started falling apart. If everything goes smoothly in your presence then that is manager-ship and not leadership. For this you need to weave the persons you have hired to the organisational goals and values.
You may not like my straight-from-the-shoulder views. However, my objective was to do critical review of the situation rather than offering some cosmetic solutions filled with management jargon.
Thanks,
Dinesh V Divekar
.
From India, Bangalore
The problems of this kind arise when importance is given to persons rather than process or importance is given to issues than values.
It is your wrong perception that your people are dedicated. If were to be they would not have put the self before the team. They appear to be dedicated to their own skills but not towards the development of organisation.
Now you have identified the problems. Senior must be the role models for their juniors. If seniors do not listen to juniors then you cannot blame juniors for playing truant.
The first thing that you need to do is tell seniors to pull their socks up. Discipline follows or flows from top and it is not other way round. Secondly, they should show allegiance to the organisational goals and not personal goals. Thirdly, they must create well-defined systems and processes. Fourthly, impart training on skills like organisational communication (I am not talking about communication skills, please note), interpersonal skills etc.
Above all one more important skill is conflict handling skill. The seniority of seniors lies in eradicating negative conflict and substituting positive conflict in its place. However, this is much easier said than done. But then you have to start this some time.
At this stage, you may have temptation of taking your team to some resort and conduct outbound training on team building. Let me caution you that if you do this, they will enjoy those games and it will create bonhomie. But this ephemeral bonhomie will wither in couple of weeks and things will be back to square one.
Secondly, you need to check your real leadership qualities as well. A good leader is one who ensures that everything is smooth in his/her absence as well. Sooner you left the scene then things started falling apart. If everything goes smoothly in your presence then that is manager-ship and not leadership. For this you need to weave the persons you have hired to the organisational goals and values.
You may not like my straight-from-the-shoulder views. However, my objective was to do critical review of the situation rather than offering some cosmetic solutions filled with management jargon.
Thanks,
Dinesh V Divekar
.
From India, Bangalore
I meant they don't meet with each other normally, they react department wise, blame other departments etc. :)
By the way thanks and it is going to help me a lot... also looking for more expert views
From India, Delhi
By the way thanks and it is going to help me a lot... also looking for more expert views
From India, Delhi
Thanks Dinesh, i agree on your points, and will put some efforts on them.... To me it is a failure of entire hierarchy and should be addressed from bottom to top - top to bottom. Thanks again
From India, Delhi
From India, Delhi
Hi would like to have your valuable thoughts on what to do and what to not to control all this...
From India, Delhi
From India, Delhi
Dear Mr. Hemant
Mr. Dinesh and Mr. Anurag had provided you better inputs.
In addition to above inputs, i wish to convey you certain points.
1) Employees are habitual in forgetting about WORKPLACE ETHICS that includes DISCIPLINARY STANDARDS.
2) HUMAN VALUES should be given importance in every organisation rather just considering our SUPERIORITY, EXPERIENCE and lot more. Every human being should be treated as HUMAN BEING only.
3) Every employee needs to look into the ORGANISATION'S OBJECTIVES to be met rather just ignoring each other for various reasons, where EGO is one of the major reasons for NOT having UNITY among ourselves. This leads to CONFLICTS, LOSS OF UNITY, NON-PERFORMANCE and lot more.
4) Make your employee understand, the purpose for which they are hired.
5) "MORE WE LESS I" should be practiced and IMPLEMENTED PRACTICALLY.
6) Your SENIORS are lacking in PEOPLE MANAGEMENT SKILLS and LEADERSHIP SKILLS too, that includes TEAM BUILDING, EFFECTIVE COMMUNICATION and INTERPERSONAL SKILLS(building relationship)
7) Now-a-days, MENTORING is full swing in many organisations. This, you can deliver at your level to your subordinates and your senior staff can deliver to their team members. Kindly make this happen at TOP PRIORITY LEVEL.
8) CHANGE MANAGEMENT - proportional to the situation, it is must for every individual/professional or non professional, for various reasons. Do identify this at every level of your organisation and communicate the same to the respective employee.
Like Mr. Dinesh said, EFFECTIVE LEADERSHIP at TOP MANAGEMENT LEVEL should flow from TOP TO BOTTOM LEVEL. This makes huge difference. If you at the TOP MANAGEMENT LEVEL, if you know how to handle it, i am sure you can set right everything. Kindly do remember, at times, you have to take stringent measures to set right things rather ignoring it, just because either your seniors or juniors sounds to be PRODUCTIVE - PERFORMANCE WISE but, had your organisation achieved GROWTH(PROFITS) etc., as expected/planned, which could have achieved with FULL MOMENTUM(if there exist UNITY and lot more among your teams)
Before your organisation gets out of the business, kindly do call for a meeting and address this issues openly, while making them understand your or ORGANISATIONAL OBJECTIVES, which you want your employees to meet within STIPULATED TIME.
Have a nice day.
With profound regards
From India, Chennai
Mr. Dinesh and Mr. Anurag had provided you better inputs.
In addition to above inputs, i wish to convey you certain points.
1) Employees are habitual in forgetting about WORKPLACE ETHICS that includes DISCIPLINARY STANDARDS.
2) HUMAN VALUES should be given importance in every organisation rather just considering our SUPERIORITY, EXPERIENCE and lot more. Every human being should be treated as HUMAN BEING only.
3) Every employee needs to look into the ORGANISATION'S OBJECTIVES to be met rather just ignoring each other for various reasons, where EGO is one of the major reasons for NOT having UNITY among ourselves. This leads to CONFLICTS, LOSS OF UNITY, NON-PERFORMANCE and lot more.
4) Make your employee understand, the purpose for which they are hired.
5) "MORE WE LESS I" should be practiced and IMPLEMENTED PRACTICALLY.
6) Your SENIORS are lacking in PEOPLE MANAGEMENT SKILLS and LEADERSHIP SKILLS too, that includes TEAM BUILDING, EFFECTIVE COMMUNICATION and INTERPERSONAL SKILLS(building relationship)
7) Now-a-days, MENTORING is full swing in many organisations. This, you can deliver at your level to your subordinates and your senior staff can deliver to their team members. Kindly make this happen at TOP PRIORITY LEVEL.
8) CHANGE MANAGEMENT - proportional to the situation, it is must for every individual/professional or non professional, for various reasons. Do identify this at every level of your organisation and communicate the same to the respective employee.
Like Mr. Dinesh said, EFFECTIVE LEADERSHIP at TOP MANAGEMENT LEVEL should flow from TOP TO BOTTOM LEVEL. This makes huge difference. If you at the TOP MANAGEMENT LEVEL, if you know how to handle it, i am sure you can set right everything. Kindly do remember, at times, you have to take stringent measures to set right things rather ignoring it, just because either your seniors or juniors sounds to be PRODUCTIVE - PERFORMANCE WISE but, had your organisation achieved GROWTH(PROFITS) etc., as expected/planned, which could have achieved with FULL MOMENTUM(if there exist UNITY and lot more among your teams)
Before your organisation gets out of the business, kindly do call for a meeting and address this issues openly, while making them understand your or ORGANISATIONAL OBJECTIVES, which you want your employees to meet within STIPULATED TIME.
Have a nice day.
With profound regards
From India, Chennai
Maybe you need to combine everyone on a teambuilding seminar or something. It looks like they need a bit of being acquainted with one another. :) Or if anything, try reading books and other materials that will give you good insight. Check this one out- The Dark Clouds at Work by Dr. Darryl Cross it''ll give you good advice on how to communicate with them better. :)
From Philippines, Las Piñas
From Philippines, Las Piñas
Dear Hemant,
After reading all the replies i totally agree with all, however i look at it with a different eye, Q) why did this happen? A) You were out of sight for 2 months.
when u were there all was well, here a see a lapse of leadership quality,(sorry to say that no offense) instead of dealing with the root we are dealing with the superficial problem.I sincerley feel they should be shown a vision and not only a short foresight which i feel is the problem, once they are set on the vision like u said they are dedicated they would all work and align themselves towards that goal.At this moment they are spoon fed by their manager (YOU) they need a leader (YOU) to take them forward. Dear Hemant these are my thoughts and i dont mean to question your capability, kindly take it in the true spirit. Thanks
From India, Pune
After reading all the replies i totally agree with all, however i look at it with a different eye, Q) why did this happen? A) You were out of sight for 2 months.
when u were there all was well, here a see a lapse of leadership quality,(sorry to say that no offense) instead of dealing with the root we are dealing with the superficial problem.I sincerley feel they should be shown a vision and not only a short foresight which i feel is the problem, once they are set on the vision like u said they are dedicated they would all work and align themselves towards that goal.At this moment they are spoon fed by their manager (YOU) they need a leader (YOU) to take them forward. Dear Hemant these are my thoughts and i dont mean to question your capability, kindly take it in the true spirit. Thanks
From India, Pune
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