RdL is very fortunate in that we get to coach and partner with clients in over 15 countries.
We see and experience some of the best, and some of the worst leaders and managers.
Just like an elite athlete, RdL not only offers coaching to its clients, but also receives coaching from a Business Results Coach to ensure we remain focused on innovation and delivering leading edge solutions for our clients.
In a recent coaching session, as I was speaking of my experiences and observations, my coach shared with me that I experienced what is known as “pale, male, stale leadership”
As I reflected on the statement, I came to realise that many companies deny the opportunity for fresh ideas to be brought into the workplace.
One specific multi national was performing at less than 80% of budget YTD and was rapidly becoming a marginal operation.
The systems, processes, and most of the available tools and equipment were all fit for purpose, but it was the leadership that was causing the issue.
The old school approach of push, push, push, without asking what can be done differently has led to a workplace culture where people are in fear of their jobs.
The constant focus is what went wrong and reflecting on the past, rather than what can we do differently to make tomorrow a better day.
All the constant push is doing is forcing workers to push equipment beyond the natural capability to rush volume, and as a result the equipment fails well before its life span or service interval.
There are some very talented people in the company that have so much to offer but as there is no circle of safety. Employees spend most of their time invested in protecting their jobs rather than delivering quality and innovative solutions and outcomes.
My concern is that no one in the company is showing people what “Good” looks like, or helping people understand how to deliver “Good”. So called leaders from the Corporate Office are forcing local leaders to take actions that do not result in improved outputs or a positive workplace culture.
In the end the company will lose very talented workers and be worse off.
If the corporate office would only understand that engaging your people, seeking input to solutions, collaborating with their people, and building trust and co-operation will result in amazing results, then they may change from their old management habits.
Micro managing and threatening quality workers leads to failure on so many fronts.
Boards need to recognise that the CEO sets the tone for the company. If the company repeatedly fails to deliver, question the senior management, not the people.
The CEO is the Maestro that orchestrates the success or failures of the company. Get this right and you have a successful business with engaged and loyal workers delivering solid profits for the stakeholders.
