Submitted by greenlizard on
in
Forums
Hi Team - I will try to put this nice and succinctly!
I gained a position managing a department of 9 full time staff around 11 months ago.
Since I started the department has been through significant change, it was under-performing and there were a number of poor practices (some great ones too though). We had compliance issues and safety issues all that needed to be worked through. We were losing money and not delivering on service. Through these changes the staff have stayed the same, a number started at the same time as I did after a complete restructure.
We are still in the process of ironing out the kinks, working out some of the practices and the actual hows of some of the decision/choices made (I just listened to the effective decisions pod cast and can see some error in my previous ways!) translate into actions.
Energy wise the team feels like it might be getting to the end of its change cope-ability - the bitching is increasing and I get the feeling there is stress and dissatisfaction in the air.
These changes need to be followed through with and I guess I am getting frustrated because I need their input to make sure things are done right but they are throwing things back at me because they just don't want to deal with it.
I don't think I am a horrible boss or that I am expecting too much of them but I really need them to step up not down as we try to embed these practices.
Any tips, techniques or flaws in my reasoning would be greatly received.
Similar experience
I'm having a similar experience at the moment with a smaller team, where I have had to implement a lot of new processes to deal with low performance and bad perception of the team.
I've found that measuring the "before and after" impact of the changes has helped a lot for the team to be able to see that the changes have really helped to make a difference for the company. I have shown the team in facts and figures how things were before the changes and how good these things are now.
I have also spent a lot of time discussing the new processes with each team member at their O3s. When they start to complain about things I can reiterate how much better things are now, referring to the measurements again. People find it hard to argue with figures and it takes the emotion out of the situation.
I am also hoping to launch an incentive programme, where if the team hits even more improved targets (based on the new processes) that we will all get a team night out paid for by the company.
Good luck with your situation!
Continuous change
Is it the change or is it something else?
Is it OK for people to make mistakes? Do they get training in the new things? Do they have a voice in deciding how to improve processes?
Often, the grumbling results from disempowerment, from being dictated to, and from stress caused by unrealistic expectations.
Set the goals, and help them find their own solutions.
John Hack
Hmm, maybe you'll get lucky
Hmm, maybe you'll get lucky and the top two party poopers resign.