I have had this problem several times and from my experience the negativity isn't created from people who "just think that way" or "people who don't care". It's usually a direct result of long term mismanagement. Here are the steps I do...
1. LISTEN: I can't overstate this enough. Why are they negative? What are the common themes across the team? Engage them. Above all, don't protest (at least at first). Even if you don't agree with what they are saying, remember, this is their perspective.
2. Build Relationships: They aren't going to give anything you say credence unless they trust you and feel like you actually care about them and their goals.
3. Empower: This is a broad category, but I will try to summarize...
3a. Knowledge workers want to make a contribution more then they want to "just collect a paycheck". Make sure you relate your teams activities to the mission of the organization.
3b. Enable them to make decisions. Give them the freedom to take projects and run with them with the appropriate level of guidance. I have found that teams quickly become negative if they are kept in the dark. The manager simply task manages and doesn't give them (or allow them to have) the bigger picture. They need to feel like they can ask the why questions.
3c. Ensure they really understand where you want to take the team and why. Let them know you have a future planned for them and how that future will enable the organization to achieve its goals.
4. Give honest, constructive, actionable feedback. To paraphrase Larry Bossidy, 'The culture of an organization is the behavior of its leaders. Leaders get the behaviors they exhibit and tolerate'.
Several years ago I took over a team of 'negative' employees who had been mismanaged for years. One of the team members, we'll call her 'Betty', had a reputation of only doing the minimum necessary. One day someone came to her cube and needed her to fill out a form. Betty raised her hand up to accept the form without taking her eyes off the computer screen. Later that day, during our one one one, I gave her the feedback, "When you don't look at someone who is taking to you, you give them the perception of being self centered and not really wanting to help." Betty raised her eyebrows and said, "I have been here for years and no one has ever given me that feedback." Today Betty is leading a half million dollar project and has built numerous relationships (including a strong relationship with that same individual).
5. Identify those who bring down the team. As much as we try, sometimes there are people who will refuse to change. These people bring down the team and have to go. Perhaps they are just in the wrong role and could actually add value elsewhere. This is something you will have to decide as you build your relationship with them.
These steps take time. Don't expect their attitudes to change quickly.
Chris
Submitted by Tim L on Tuesday May 22nd, 2012 7:39 pm
Couple of suggestions:
1. Be very careful not to pass judgement too early. Although it is incredibly tempting to jump right in and start fixing, often it is not the best solution. I believe there is a cast about your first day/week on the job that I would highly reccomend. I really like the example of the chef/owner who does not accept any "Improvement" suggestions from his new servers until 90 days after their hire date. This is to give them some perspective on the process.
2. That being said, set some ground rules. At your next staff meeting, kindly let them know that negative comments/bitching is not acceptable.
3. Fiind some sort of metric or KPI that your team can easily attain. Then celebrate their successes.
4. Be sure to try to shield your team from any incoming storms as appropriate. Often, a weak or poor manager does not do a good enough job of spinning tough decisions made by upper management.
5. To steal a phrase from the fantastic Jeffrey J. Fox, become a flag waving company patriot. I have had poor managers who constantly trash their boss, headquarters. or even specific other employees. This type of behavior is a culture killer.
6. Do a priority check. Be sure that you and each of your directs clearly understand his or her key priorities. Often, negative culture has roots in other departments "Dumping" their work on your team. I'd also suggest reviewing the job descriptions of each employee vs what they are actually doing.
Submitted by Glenn Ross on Wednesday May 23rd, 2012 9:16 am
My first piece of advice is to print out the two prior posts, blow them up to poster size, and hang them on your wall.
Let me see if I can add some value to what they both wrote.
I would put the above advice into place by adopting an overall strategy of building relationships with team members with the outcome of making your team stand out among others. This means you need to meet with each member one on one with the express purpose of seeking their ideas on building a stronger team and making it easier to accomplish goals. Calpron mentioned that you need to identify those who bring down the team. I'd also identify those whom others look up to and respect. Treat those people differently and let them know they have your ear. Others will no doubt be going to them. There may also be members who, while not commanding respect, may be tired of the old ways and will support you. Identify those as well, they'll help you pre-wire meetings.
Have the group create its own norms. This speaks to empowerment above. Then, hold them to them. My team had a 'no whining about things we can't control," norm. When someone started that, at first I'd ask the group if the person was violating the norm. The group would agree and eventually group members had the confidence to point it out themselves. Whining dropped to near nothing (except at Happy Hours.)
I cannot emphasize enough DMB's advice about shielding your team from storms. Be their superhero defender. Go to bat for them.
Finally, for perhaps the 100th time, I leave you with my all time favorite management quote. "90% of all management problems are caused by miscommunication." --Dale Carnegie. This goes back to the overall strategy of building relationships. You cannot do that if you don't effectively communicate. Get your butt out from behind your computer and communicate with them!
Good luck. You're in for exciting times.
Glenn
Submitted by Chris Ferrao on Wednesday May 23rd, 2012 1:20 pm
In addition to the above it would be wise to have a group meeting and do the following:
1. "clear the air" your not the past but all can be part of the future if they choose to
2. all are to be treated with respect and you as a manager will do so and expect it recipricated at all times
3. similar to #1, its a "clean slate" so let's work together to move forward.
Now ask for general feedback (expect little if the group is very negative)
The do one on one meetings to get a sense of
a) what worked
b) what didn't work
c) ask each person so start thinking "It may not work, but if WE do XXX, it could work"
Basic motto: Anyone can throw stones, it takes BRAINS to throw ideas/solutions
good luck and plan on a 6 to 8 month horizon. (if you really want it to work it takes a LOT of management investment)
:)
Submitted by Devangi Patel on Wednesday May 23rd, 2012 4:12 pm
The trinity...
I have had this problem several times and from my experience the negativity isn't created from people who "just think that way" or "people who don't care". It's usually a direct result of long term mismanagement. Here are the steps I do...
1. LISTEN: I can't overstate this enough. Why are they negative? What are the common themes across the team? Engage them. Above all, don't protest (at least at first). Even if you don't agree with what they are saying, remember, this is their perspective.
2. Build Relationships: They aren't going to give anything you say credence unless they trust you and feel like you actually care about them and their goals.
3. Empower: This is a broad category, but I will try to summarize...
3a. Knowledge workers want to make a contribution more then they want to "just collect a paycheck". Make sure you relate your teams activities to the mission of the organization.
3b. Enable them to make decisions. Give them the freedom to take projects and run with them with the appropriate level of guidance. I have found that teams quickly become negative if they are kept in the dark. The manager simply task manages and doesn't give them (or allow them to have) the bigger picture. They need to feel like they can ask the why questions.
3c. Ensure they really understand where you want to take the team and why. Let them know you have a future planned for them and how that future will enable the organization to achieve its goals.
4. Give honest, constructive, actionable feedback. To paraphrase Larry Bossidy, 'The culture of an organization is the behavior of its leaders. Leaders get the behaviors they exhibit and tolerate'.
Several years ago I took over a team of 'negative' employees who had been mismanaged for years. One of the team members, we'll call her 'Betty', had a reputation of only doing the minimum necessary. One day someone came to her cube and needed her to fill out a form. Betty raised her hand up to accept the form without taking her eyes off the computer screen. Later that day, during our one one one, I gave her the feedback, "When you don't look at someone who is taking to you, you give them the perception of being self centered and not really wanting to help." Betty raised her eyebrows and said, "I have been here for years and no one has ever given me that feedback." Today Betty is leading a half million dollar project and has built numerous relationships (including a strong relationship with that same individual).
5. Identify those who bring down the team. As much as we try, sometimes there are people who will refuse to change. These people bring down the team and have to go. Perhaps they are just in the wrong role and could actually add value elsewhere. This is something you will have to decide as you build your relationship with them.
These steps take time. Don't expect their attitudes to change quickly.
Chris
Couple of suggestions: 1. Be
Couple of suggestions:
1. Be very careful not to pass judgement too early. Although it is incredibly tempting to jump right in and start fixing, often it is not the best solution. I believe there is a cast about your first day/week on the job that I would highly reccomend. I really like the example of the chef/owner who does not accept any "Improvement" suggestions from his new servers until 90 days after their hire date. This is to give them some perspective on the process.
2. That being said, set some ground rules. At your next staff meeting, kindly let them know that negative comments/bitching is not acceptable.
3. Fiind some sort of metric or KPI that your team can easily attain. Then celebrate their successes.
4. Be sure to try to shield your team from any incoming storms as appropriate. Often, a weak or poor manager does not do a good enough job of spinning tough decisions made by upper management.
5. To steal a phrase from the fantastic Jeffrey J. Fox, become a flag waving company patriot. I have had poor managers who constantly trash their boss, headquarters. or even specific other employees. This type of behavior is a culture killer.
6. Do a priority check. Be sure that you and each of your directs clearly understand his or her key priorities. Often, negative culture has roots in other departments "Dumping" their work on your team. I'd also suggest reviewing the job descriptions of each employee vs what they are actually doing.
Excellent Advice!
My first piece of advice is to print out the two prior posts, blow them up to poster size, and hang them on your wall.
Let me see if I can add some value to what they both wrote.
I would put the above advice into place by adopting an overall strategy of building relationships with team members with the outcome of making your team stand out among others. This means you need to meet with each member one on one with the express purpose of seeking their ideas on building a stronger team and making it easier to accomplish goals. Calpron mentioned that you need to identify those who bring down the team. I'd also identify those whom others look up to and respect. Treat those people differently and let them know they have your ear. Others will no doubt be going to them. There may also be members who, while not commanding respect, may be tired of the old ways and will support you. Identify those as well, they'll help you pre-wire meetings.
Have the group create its own norms. This speaks to empowerment above. Then, hold them to them. My team had a 'no whining about things we can't control," norm. When someone started that, at first I'd ask the group if the person was violating the norm. The group would agree and eventually group members had the confidence to point it out themselves. Whining dropped to near nothing (except at Happy Hours.)
I cannot emphasize enough DMB's advice about shielding your team from storms. Be their superhero defender. Go to bat for them.
Finally, for perhaps the 100th time, I leave you with my all time favorite management quote. "90% of all management problems are caused by miscommunication." --Dale Carnegie. This goes back to the overall strategy of building relationships. You cannot do that if you don't effectively communicate. Get your butt out from behind your computer and communicate with them!
Good luck. You're in for exciting times.
Glenn
Couple of hard suggestions
In addition to the above it would be wise to have a group meeting and do the following:
1. "clear the air" your not the past but all can be part of the future if they choose to
2. all are to be treated with respect and you as a manager will do so and expect it recipricated at all times
3. similar to #1, its a "clean slate" so let's work together to move forward.
Now ask for general feedback (expect little if the group is very negative)
The do one on one meetings to get a sense of
a) what worked
b) what didn't work
c) ask each person so start thinking "It may not work, but if WE do XXX, it could work"
Basic motto: Anyone can throw stones, it takes BRAINS to throw ideas/solutions
good luck and plan on a 6 to 8 month horizon. (if you really want it to work it takes a LOT of management investment)
:)
Thanks All.. very helpful
Thanks All .. very helpful indeed.