It’s true that during crises people become real. Some corporate managers, recognizing this, have habitually practiced “crisis creation” during staff meetings, hoping to improve performance.
Here’s how it typically goes. At the weekly staff meeting, a worried-looking leader flings a management report across the table before stating in strained tones the team’s lack of progress toward a certain measure. Explaining that if the team members don’t buckle down to get the numbers up (or the deadline met) she’s not sure what could happen, the manager telegraphs her worries, real or imagined, to the bigger group. As the meeting concludes, staff members whisper about the revelation and all focus on their tasks and work harder – temporarily.
But it’s a cheap trick – and one that eventually backfires.
Fear as a motivation technique is short-lived at best. If a leader’s crisis management technique is simply to let unfiltered pressure pass onto her employees, her style could be getting in the team’s way. If your workplace is characterized by weekly discussions of the “crisis du jour,” your employees will quickly become numb to it. And numb employees aren’t motivated. An important part of the manager’s role is to create an environment where the team members can work successfully. You are supposed to get them the resources, time, space and breathing room they need to do their jobs.
So, next time you are tempted to simply pass down the latest in corporate hand-wringing, consider whether a different approach to the situation would serve your team members’ health, safety and effectiveness better. You don’t have to tell everything you know and sometimes you shouldn’t.
Remember, it’s your job to give them room to do theirs.
Wow, it’s hard to believe managers would really stoop so low as to scare their team just to wring a few extra drops of blood from them. If they would drop the proverbial sticks in favor of finding a few carrots their employees really wanted, everyone would get what they need.