Editor's letter: Listen before it's too late

Managing a group of people with different skills, motivations and personalities is invariably a difficult task. Certainly, those who are unable to balance the best interests of their teams with those of their organisation will face the unenviable challenges of demotivation and attrition.

Of course, every strong-willed individual will feel he has a unique perspective on how to resolve a particular issue that affects his team. Having invested his time and interests in the firm, that individual will naturally feel that he should be consulted on significant changes to his team’s working life.

However, many managers do not have the time or inclination to canvass the views of or openly discuss their plans with their teams. Perhaps perversely, having been challenged on controversial decisions in the past, some managers become more obstinate in deciding upon a single course of action, taking strength from the authority vested in them.

Unfortunately, failing to recognise the views of the majority leaves a manager friendless and at risk, while the ‘every man for himself’ motto takes over in the lower decks. People will help those whom it is in their interests to do so, but will no longer equate the organisation’s success with their own – and that’s where the real trouble starts.

A series of key defections inevitably ensues, which has the domino effect of creating a poor impression of the firm in the marketplace, followed by a gradually reducing market position and a shrinking bottom line.

In the end, the firm may find itself battling to survive and trying to change the hostile culture instigated by managers who would not take the time to really listen to their teams.

Until next time,

Manju Manglani, Editor

mmanglani@wilmington.co.uk

anglani@wilmington.co.uk