Drama in your organization?

By September 26, 2017Insights

It’s ugly, it’s distracting and it’s exhausting.  Employees talk behind each other’s backs, criticize leadership and the decisions being made, and gripe about the clients.  Whether it’s turf battles, power plays or finger pointing…it’s all behaviors that often start when people get bored, frustrated or unclear about what to do, how to do it, or why they have to do it.

Then how do you create a Drama Free Zone?

Step 1: People need a compelling company vision to engage in meaningful work. Having core values, a core focus, and a long-term plan, like the 10-Year Target™, that is shared by all keeps people emotionally engaged and invested in the company. It’s the why they are here.  When they believe in the vision, they won’t contribute to the drama because it is unhelpful—even harmful—to the cause.

Step 2: Get clear on your accountability chart (more on that here) so everyone knows who owns what and where.  Drama abounds when people don’t know their exact roles within a company or take ownership of that role. Building a solid foundation based on the functions of a business and clearly assigned responsibilities, instead of just assigning positions, empowers employees to roll up their sleeves, get to work and leave the drama behind.

Step 3: Most importantly, be a leader that truly leads! A leader must not only be able to effectively coach their people and hold them to high standards, but they must walk the talk themselves.  It starts by leading from the front with core values. People want the opportunity to do what they do best and desire a leader than coaches them to do their best. Always stay focused and keep the communication open and honest keeps the drama at bay.

So, to summarize…get everyone engaged in your vision, crystal clear on what they own with the accountability chart and lead from the front with your company’s core values.

If you sense drama in your team, first ask yourself if you carved out a clear path for your employees filled with inspiring goals and up-front expectations.  If not, it’s time to get to work!

Next steps:

Ron Kaminski

Author Ron Kaminski

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