Our organization is a young dynamic team. But it lacks maturity and sense of responsibility toward the company. We want to create a culture of responsibility in our organization. Need help !!
From India, Mumbai
From India, Mumbai
Hi Vishwas,
An ancient anecdote says, that with authority comes responsibility however it is human nature to take the authority and leave the responsibility.
I belive this happens due to the organizational culture of fault finding in an individual and due the fear of negative reinforcement in humans.
In order to become an organization promoting accountability and responsibility, you will need to:
Let the employees see the bigger picture
Help them map their aspirations to that of the organization
Help them associate their daily work schedule to the ultimate goal achievement
Aid them, up skill them, train them: In short take care of them
Communicate with them
Find solutions to the situations faced by them
An organization needs to promote the culture of process improvement to avoid the blaming game and promote accountability within individuals. In case of a failure the process rather than the person behind the failure should be studied and corrective measures should be taken to avoid such occurences.
This process will ensure elimination of the fear of negative reinforcement in the employees and will promote accountability!!
These are my two pennies on the mentioned issue!!
Regards,
Pankaj Sethi[/list]
From India, Delhi
An ancient anecdote says, that with authority comes responsibility however it is human nature to take the authority and leave the responsibility.
I belive this happens due to the organizational culture of fault finding in an individual and due the fear of negative reinforcement in humans.
In order to become an organization promoting accountability and responsibility, you will need to:
Let the employees see the bigger picture
Help them map their aspirations to that of the organization
Help them associate their daily work schedule to the ultimate goal achievement
Aid them, up skill them, train them: In short take care of them
Communicate with them
Find solutions to the situations faced by them
An organization needs to promote the culture of process improvement to avoid the blaming game and promote accountability within individuals. In case of a failure the process rather than the person behind the failure should be studied and corrective measures should be taken to avoid such occurences.
This process will ensure elimination of the fear of negative reinforcement in the employees and will promote accountability!!
These are my two pennies on the mentioned issue!!
Regards,
Pankaj Sethi[/list]
From India, Delhi
Accountability starts from the top. What signals are the people at the top (CEO, executive team) sending down to the lower layers of the organization? Accountability starts with the people at the top setting expectations with goals, plans, etc and seeing them through with measurement towards the goals, feedback of results and following through on consequences if results are not achieved.
These comments are very general as I don’t know your situation. How are lack of maturity and a sense of responsibility manifested in your organization? What have the top level and middle level managers done about it? What was the response from staff?
Who are the “we” that want to change things? Are you in the executive or are you the HR manager or someone else? Answers to all of these questions will help you find a solution if a solution is to be found. If you can say some more about your situation I’m happy to engage in a conversation.
Les Allan
Author: Managing Change in the Workplace
http://www.businessperform.com
From Australia, Glen Waverley
7These comments are very general as I don’t know your situation. How are lack of maturity and a sense of responsibility manifested in your organization? What have the top level and middle level managers done about it? What was the response from staff?
Who are the “we” that want to change things? Are you in the executive or are you the HR manager or someone else? Answers to all of these questions will help you find a solution if a solution is to be found. If you can say some more about your situation I’m happy to engage in a conversation.
Les Allan
Author: Managing Change in the Workplace
http://www.businessperform.com
From Australia, Glen Waverley
Thank you for your response. I am the Sr HR Manager of the company and we have a very dynamic CEO and a responsible executive team.
The concern is the executive team is stern on the feedback if desired results not achieved and this feedback is not taken positively by the team. We have faced a lot of resistance and even attrition because of this situation.
I have tried to speak with the executives but they expect the team to give great results and thus justify stern feedbacks
Hope you can help me out here.
From India, Mumbai
The concern is the executive team is stern on the feedback if desired results not achieved and this feedback is not taken positively by the team. We have faced a lot of resistance and even attrition because of this situation.
I have tried to speak with the executives but they expect the team to give great results and thus justify stern feedbacks
Hope you can help me out here.
From India, Mumbai
Hi There,
As you have already stated that the ships' captain is responsible and so is the SMT, we now need to understand the issue of the rest of the team!
Many a times the SMT provides stern feedback in case a target or a deadline has not been met with!
I suggest in your future meetings with this group, you talk about two important issues as :
1 Identifying the risks/process slippages and strategizing a mitigation plan (In short being proactive and inculcating the same to the reporting team)
2 Implementing a culture of continual process improvement and not people bashing. In case of a failure we blame the person responsible instead of conducting a root cause analysis and amending the process. This aspect of providing stern feedback many a times also involves repermaiding in public which acts a great stress factor and de-motivator.
Once the SMT is OK with this plan, you need to strategize the organization and the team towards attitude change management.
If you are able to pull it thru, you will be able to get the desired outcome :D
From India, Delhi
As you have already stated that the ships' captain is responsible and so is the SMT, we now need to understand the issue of the rest of the team!
Many a times the SMT provides stern feedback in case a target or a deadline has not been met with!
I suggest in your future meetings with this group, you talk about two important issues as :
1 Identifying the risks/process slippages and strategizing a mitigation plan (In short being proactive and inculcating the same to the reporting team)
2 Implementing a culture of continual process improvement and not people bashing. In case of a failure we blame the person responsible instead of conducting a root cause analysis and amending the process. This aspect of providing stern feedback many a times also involves repermaiding in public which acts a great stress factor and de-motivator.
Once the SMT is OK with this plan, you need to strategize the organization and the team towards attitude change management.
If you are able to pull it thru, you will be able to get the desired outcome :D
From India, Delhi
Hello vishwas1968. Thank you for your clarification. You now highlight three other concerns; stern feedback from the executive, employee attrition and employee resistance. Frankly, these are not problems you are going to solve with short discussions in an anonymous discussion group.
You have some important fundamental questions to answer firstly. These include, Whose problem is this? Is it yours? Is it the executives? Are you a part of the executive? Are the executives willing to honestly appraise their own behavior, or is the problem “out there”?
If you are responsible for being a part of the solution, you will need to do some serious work with the executive. Your explanation of your situation is very general whilst the problem is very complex. I seriously suggest you get an executive coach for your executive team to help them work through the problems. You can find out about our management coaching service at http://www.businessperform.com/html/..._services.html
In the area of giving constructive and effective feedback, you can consult our guide at http://www.businessperform.com/html/...unication.html This is a very helpful guide that you can download from our site.
Other than that, you can continue the conversation and I will try to help you where I can. However, you will need to start by being a lot more specific about the feelings and actions of all of the major players.
Les Allan
Author: Managing Change in the Workplace
http://www.businessperform.com
From Australia, Glen Waverley
You have some important fundamental questions to answer firstly. These include, Whose problem is this? Is it yours? Is it the executives? Are you a part of the executive? Are the executives willing to honestly appraise their own behavior, or is the problem “out there”?
If you are responsible for being a part of the solution, you will need to do some serious work with the executive. Your explanation of your situation is very general whilst the problem is very complex. I seriously suggest you get an executive coach for your executive team to help them work through the problems. You can find out about our management coaching service at http://www.businessperform.com/html/..._services.html
In the area of giving constructive and effective feedback, you can consult our guide at http://www.businessperform.com/html/...unication.html This is a very helpful guide that you can download from our site.
Other than that, you can continue the conversation and I will try to help you where I can. However, you will need to start by being a lot more specific about the feelings and actions of all of the major players.
Les Allan
Author: Managing Change in the Workplace
http://www.businessperform.com
From Australia, Glen Waverley
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