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When I was recently asked to drive employee experience at GAVS, I thought, what an opportunity to support a group who are deliverers of high-value systems! I have personally seen the Leadership’s wisdom and the passion to drive GAVS forward as a meaningful and purposeful company. This is an opportunity to help deliver fine-tuned responses through earnest feedback. And thus, started a somewhat ministerial role – listening truly, relating to what is being heard, because we believe there is a huge potential to strengthen bonds.
Operational execution takes place from the Managers, and here at GAVS, the value system is entrenched in the belief that seniors serve the needs of others; the inverse pyramid. I have seen our CEO, Sumit Ganguli, treating everyone like a Leader, and everyone is given the responsibility to know and understand the company and the business. The earnest attempt is to have employees relate to GAVS, be the best brand ambassadors for the values and culture we stand for.
Often times, we as Managers are going through the stress from genuinely caring to get everything right and move projects and teams forward along with the company, but it might be a totally different story with the teams we are managing – things aren’t going too well, and even before we realize what is going on, people leave us.
This points us to a need to recalibrate ourselves and our managerial style, and sometimes our self-calibration can have profound implications for the organization.
Was it a single event that had team members leave? It most times isn’t, it is a collection of problems…no quick fixes or silver bullets, but let’s take the medicine, the whole course, that would turn things around. We have all been on both sides and know what it is to open up and give honest feedback, the genuine hope and excitement about change, and as Managers today, we are happy to actually have individuals open up.
Who am I as a Manager?
Ed Catmull, President, and co-founder of Pixar writes, “We acknowledge we will always have problems, many of them hidden from our view; that we work hard to uncover these problems, even if doing so means making ourselves uncomfortable”
As a Manager, let me take a real hard look at myself in the mirror to see what I might be doing wrong. Why are my team members quitting? How do I lead? Is it through ‘Power’, as in our real inner power to lead with positivity and assertiveness, or is my leadership about ‘force’, where my authority, screaming, bullying, manipulating, sycophancy that drives my team along with me?
Making time for everyone
Let us make time to meet every single person in our team even when we are managing large teams. Scheduling that one crucial hour with each team member is giving them the opportunity to be a reviewer, exchange seats with them, and see it through their eyes. Keep the agenda for the meeting to speak only about how we can improve managing them, all defenses down.
Demonstrate we see them as our peers, listen…
Listen to everything they have to say, without interrupting. Be a true listener, and promises are to be made and to be kept. The worst thing for us to do is to have that ‘excellent chat’ and go back to the ‘same old’.
Get straight forward feedback from the team and give them immunity for saying it the way it is
Sometimes we need to hear the little harsh truths about ourselves. And the team doesn’t want to see us defensive about our ways of impacting them wrong. We have to hear them out, and everything they want to say, and that’s the first step for them to choose to stay. People should feel safe to talk about things they want as improvements, and to be heard on what is working vs things that are not working.
Don’t wait on actions
“Unless commitment is made, there are only promises and hopes, but no plans” – Peter Drucker
I don’t mean there is a magic wand that we can use for everything to turn good overnight. But continuous improvements, by way of small consistent steps, should be visible, and getting everyone involved in it would be a great way to get it right. Everybody wants to see progress.
Here are some toxic traits that call for recalibration;
- Highly irritable, short-tempered
- Arrogant, unapproachable
- Getting defensive about constructive criticism
- Overtly dominant
- Belittling other people’s feelings
- Highly controlling
- Manipulative
Today, it is interesting to see lots of new-age companies where there are zero hierarchies, employees and leaders are like family. The millennials and the Gen Z are comfortable being who they really are, and we Managers from different demographics must simply jump in and learn from their signature authenticity.
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