Why Dysfunction Persists
Organizations go off the tracks when:
- The elephant in the room is a welcomed guest.
- Back-room politics over-rules decisions.
- Disagreement offends leaders.
- Personal interests trump organizational success.
- Important decisions come as a surprise to those impacted by them.
Why dysfunction persists:
Dysfunctional organizations reek with people who know what’s wrong with others.
- Employees complain about managers, but not themselves.
- Managers complain about employees, but not themselves.
- Leaders complain about everyone, except themselves.
Ideas flow freely when the topic is fixing others. But, it gets quiet in dysfunctional organizations when focus turns to ways we might improve.
Managers fail when they focus on others and exempt themselves.
Successful managers confront negative behaviors in others. But it’s dysfunctional and ineffective when it’s always about ‘those people’.
Functional effectiveness begins with:
- “I need to change.”
- “I screwed up.”
- “I need to improve.”
- “I could be better.”
- “I might be wrong.”
(If you read that list and thought of someone else, you’re part of the problem.)
Change begins when it begins with you. Dysfunction persists when it’s all about what others need to do.
Functionally effective:
Every quality or behavior you want in others, you must model yourself. Own it, if you expect ownership. Exception is the end of leadership and the beginning of dictatorship.
Finger pointers never inspire ownership.
- Inspire ownership by eliminating downward flowing blame. Successful managers ‘own it’ first.
- Ignite engagement by listening, adapting, and letting people know how much they matter. Engagement is a myth in organizations where change is frowned on.
- Improve productivity by eliminating how you hinder efficiency. You might begin with poorly run meetings.
- Enhance creativity by trying something new and learning from mistakes.
Organizations improve when managers work on improving themselves more than improving others.
What are the signs of dysfunction in organizations?
How might leaders build highly functional organizations?
What are the signs of dysfunction in organizations?
No one seems to care! Some people do what they want and expect others to finish> Pass the buck not I, was him. etc.
How might leaders build highly functional organizations?
Set parameters and clarify what is expected of individuals.
Practice what you preach.
Give more of yourself than you expect of others.
Hold people accountable for their actions.
Compliment when opportunities present themselves.
Have an open door policy with your people.
Share the wealth.
Just a few suggestions Dan have a great day.
Thanks Tim. Wow!! You are bringing great practical insight. Perhaps the most important to creating fuctional organizaitons is setting parameters and clarifying expectations.
This is who we are and this is the way we treat each other.
Absolutely Dan.
Cheers!
Great post. Thank you.
Thanks George.
One of the elephants in the room is often how well you know yourself. We all have strengths and weaknesses. When leaders are fixated on being seen as “perfect” or the “superhero” that speaks to their level of self knowledge. The more a leader can embrace and value all of who they are, the more they can do that for others.
Thanks Mim. The know … decide all leader is being replaced with collaborative teams in some organizations. It takes humility to allow others to shine.
Thanks for bringing up self knowledge. It’s a neglected topic in some circles.
Question: How has the structure of the workplace changed in your company over the last 20-30 years? I suspect the management that are in leadership positions are holding on to an older structure and are finding resistance from the newer-approach-minded employees (who probably haven’t been working at the company for as long). This difference can be a source of dysfunction. Agreed? If this is the case, what is the best way to break the dysfunction?
Great post – especially “Managers fail when they focus on others and exempt themselves.” It’s always amazing to me that the best advice for leaders and their organizations is usually something so simple and basic. It’s the implementation and buy-in that is the hardest to achieve. Thanks, Dan.
I once worked for an organization that exemplified your point: reading this article was a trip down memory lane.
One point to add: when promotion depends more upon who you know and/or are related to rather than your performance, that organization is doomed.
Great post, Dan. In my work training high level executive and personal assistants around the world, I hear constant validation of the points you make about why dysfunction persists. And Tim is right to point out the apathy despite the data proving that a revolving door of staff (caused by the dysfunction) costs companies dearly. What I see is a serious learning gap in our workplace and that these subjects should be addressed in college and business schools. Our students who are future leaders would be well served to take a class called, “The Essential Principles to Managing People” so they get a heads up on what it is really going to be like when they land that first job. Our leaders need training to manage staff and how to fully utilize an assistant. These are learned skills. Training would help reduce the dysfunction.
Awesome post Dan. I am so living this world right now (again). I think its time to move on.
I agree, lack of accountability is definitely a warning sign, and when leaders themselves are this way they are modeling the opposite behavior that they would like to see in their teams.
I really like your comment – ‘Organizations improve when managers work on improving themselves more than improving others’. When a manager starts to focus on self awareness and improvement the dynamic shifts as they become more accountable for their actions – I believe this sets the stage for others to model this and begin to self reflect and explore how they can improve.
This begins with curiosity. When leaders support curiosity in the organization, managers can explore their leadership and be open to improving and others will follow suit. Being present, open to listening to self and others and asking open questions all in a non-judging way creates an environment where people are accountable for their own actions and strive to be the best they can be.
Kathy, Your words are wise. It costs nothing to do and the potential upside is massive. If find that ego is the impediment to beginning this process, and that is a tough one to address. Thank you. -Jeff
Great post
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The first sign of dysfunction is when the leaders stop talking about what matters because the politics and personal ego of some leaders overshadows the objectives of the business.
We must tune in to the needs of our markets today and adapt.
Ouch! Some of these made shift in my seat and sit up a bit. Thanks, Dan!
Dan,
We could all improve or better understand dysfunction in the workplace to cope and not contribute to it. Such a great read. One of my favorite quotes from this, “Change begins when it begins with you. Dysfunction persists when it’s all about what others need to do.”
Thanks,
Tammy
One point to add: when promotion depends more upon who you know and/or are related to rather than your performance, that organization is doomed
QBQ! by John Miller. Same concept. I can only change me.
This is a great post! My challenge is how do you “manage up” to effect change in a dysfunctional environment when the person at the top is not particularly self-reflective?
I commented about yesterday’s post and loved it. Reading today’s, I realise that yesterday’s was LOVEly because it didn’t challenge myself in relation to others. Today’s post, with yesterday’s as a prelude, is much more challenging – and that’s got to be better for the future.
Thanks again.