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What Would You Do? |
Last Issue's Dilemma:
Anyone have a backbone to spare?
As with any business, we have certain rules for our employees to follow. Some people play by them; others bend or break them. As "the boss," I admit I'm not as tough as I should be on getting compliance from everyone. I view some rules or policies as more important than others. Do I pick my battles or get tough on all violations? I'm afraid I'll lose some good people if I'm too tough. What's the best way to get everyone to comply?
— Spineless in Seattle
Summary of Advice Received
Realign that Spine for Better Posturing
by Meryl K. Evans, Editor, Professional Services Journal
People may struggle to stay motivated and positive with so much recession news hitting us from all angles. A top-down, because-I-am-the-boss-that's-why approach could lead to pushback.
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You're the leader. As kids expect parents to set rules and stick by them, employees expect the same of leaders. "Rules provide a framework for how you operate and set you and your staff up for success. In addition, enforcing the rules helps your employees to view you as 'fair,'" says Marlene Chism, communications strategist and the founder of Stopyourdrama.com.
"Rules that aren't enforced make outlaws out of those willing to bend or break them (at least to those compliantly watching) and disengaged and disgruntled employees out of the ones too scared to buck the system. Both results are a huge loss to the organization's productivity and overall viability," says Gayle Gregory, co-founder of Workplace Evolution.
Several experts and successful leaders have plenty to say about how bosses can get everyone on board. Their advice centers on three actions:
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Communicate clear expectations.
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Be consistent and fair with actions and consequences.
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Realign the rules with help from the team.
Communicate clear expectations
Too many of us prescribe to the "Do as I say, not as I do" belief. As a result, expectations get lost in the clutter, and no one knows what you want.
"First (because you have not uniformly enforced your policies in the past), you must clearly communicate to your staff that things will change. Tell them WHY things must change: that it's your job as the boss to ensure a safe, comfortable and legally compliant workplace, which results in better long-term performance for the company and better opportunities for the staff's success," says Juli Urken, president of Affluent Touchpoints Inc.
Be consistent and fair with actions and consequences
Chism gives good reasons for sticking to your policies and standing straight. "Once you allow a great employee to break the rule, you open yourself up for a not-so-great employee to take it a step further. You won't have a leg to stand on if you aren't consistent. Letting some bend the rules in an effort to appease them will leave others perceiving you as unfair. This creates unnecessary drama in the office."
Without firm and fair policy enforcement, and applying policies equally to all situations, your company's internal structure will fall apart. Like a spine supports the entire body, a weak structure affects teamwork and the team's success.
One reader suggests reinforcing the policies by including them in performance reviews, which often tie in with compensation.
Realign the rules with help from the team
Gayle Gregory takes a different approach. She proposes you dump some rules.
"Most rules are designed for the exception, to stop something that happened once or that the organization is afraid will happen. Have a rule-burning party and let your team decide which ones to keep and which ones are bogus. It depends on what you want.
"Do you want free thinkers, or do you want people who think only inside the organization's boxes? Free thinkers can't remain creative and innovative when restricted, and they are the lifeblood — the good people — of the organization.
"The good news is that the rest of the team, those not so willing to bend the rules, just needs a little permission to start the flow of creative, out-of-the-box thinking, too. The bonfire will send a strong message, and you will be enforcing compliance from the inside out rather than outside in! That spells relief for everyone because they can find their spines when the rules are created through a shared leadership model."
Urken adds, "If your organization has policies on the books in which you truly don't believe, ask your legal advisor why such policies are important. You'll likely discover exactly why the policies were drafted in the first place. It's unlikely you'll lose employees who don't want to comply with the rules, because they're aware that similar policies exist in every area of American business."
After getting everything under control, call a meeting as Maria Marsala, chief business collaborator of Elevating Your Business, explains.
"Say that to run a well-oiled business, management created certain guidelines, some big, some small, that help your business grow. And it's important that everyone follows them. I've been remiss in talking to people who aren't following them — and you know who you are that bend or break them. BUT from this day forward, (state how you want them to behave). And if you do not follow the guidelines, (describe what action you will take)."
Be ready for initial pushback and resentment. Once that passes, the environment will be a sunny place again. Start a virtual fire! Once you do, your employees should feel new energy that'll be contagious.
About the author
Meryl K. Evans is a senior editor at InternetVIZ and content maven behind The Compliance Advisor, Connected Digest, Email Marketing Insider and Professional Services Journal.
