| <!-- @page { margin: 2cm } P { margin-bottom: | | | | boondogglers employees. So unless, leader align and |
| 0.21cm } --> | | | | collaborates all the actions, activities and effort in right |
| FEAR OF CONSEQUENCES: EMPOLYEES | | | | directions, he or she may not get the desired result, |
| WITHHOLDING BUBBLING UP IDEAS IN | | | | and organisation may left behind in the cut throat |
| ORGANISATIONS | | | | competitive scenario. Close connected employees, |
| | | | | with management play a greater role between |
| Why employees mouth shut and silence in the | | | | oblivous managers and silenced employees. There |
| organisations? They hold more informations about the | | | | interactions and informations create greater part of the |
| practices, issues and remedies but feel safer to keep | | | | culture. A true leader should listen to all employees and |
| shut to avoid unfavourable consequences. They are | | | | be acessible and approachable to all the employees, all |
| afraid of being excoriated for bringing facts before. | | | | the time anywhere and everywhere. Employees want |
| They prefer to be tight-lipped to avoid being | | | | to speak up bosses to keep them abreast and aware |
| transferred, removed and being looked and treated | | | | about issues but most of the time, bosses are |
| differently. They also fear of losing career opportunities | | | | unaware of their workers' self-censorship. Managers |
| and being laughed at from their collegues if | | | | want to listen only important and don't show |
| management don't take feedbacks, suggestions, and | | | | seriousness about the silenced of employees. The |
| ideas seriously. And that is why they withhold inputs as | | | | combination of tight-lipped employees and oblivious |
| a sense of futility rather than sense of retribution. And | | | | bosses buries many constructive feedback and |
| failure to address these highly desirable and often less | | | | criticism. Most important, it prevents good ideas from |
| addressed issues, organisations may lose huge | | | | bubbling up through the organization. So what a |
| opportunities and may also face cultural clash which | | | | manager or leader should do to improve organisational |
| leads to abysmal performance. And this is often | | | | growth. The following steps may be helpful to increase |
| termed as a leadership failure. | | | | performance and improve morale of the employees at |
| So, how to change leadership failure into leadership | | | | all the hierarchial level. |
| accomplishments and successes? | | | | 1. Isolate the culture of criticism. |
| Organisations comprise people from different cultural | | | | 2. Identify silenced and shy employees. |
| beliefs, backgrounds, perceptions, educations, | | | | 3. Walk around and meet silenced employees |
| experiences, exposures, and attitudes. They have | | | | personally. |
| different metrics for success. They try to increase the | | | | 4. Encourage and reward decisions based on moral |
| pie as per their interests. It could be either circle of | | | | and ethical dimensions. |
| concern or circle of influence depending upon the | | | | 5. Appreciate out of box ideas. |
| interests, goal, priority etc. The role of the leaders is to | | | | 6. Create a platform to grow. |
| align and integrate all tangible and intangible resoucres | | | | A leaders can gain competitive advantage and |
| to achieve excellent outcomes. Organisations are | | | | outstanding performance by collaboating all the |
| mixed with hardworking, honest, sincere and | | | | intangible assests in focussed direction. |