Managing the (dis)"Liked"
YOU are the culture.
In late June, The NYT published a quiz designed to assess the level of toxicity that exists in your company compared against all surveyed companies. Core 6 Management Advisors is passionate about the need for companies of all sizes and stages to invest in building culture, and therefore asks the question: what role can you play to create positive culture inside your organization? In other words, how can each of us address toxicity issues inside our organizations to create a more enjoyable and productive environment.
In that light, here’s a very difficult two-question quiz for 'ya expanding on themes found in the NYT quiz:
1. “My manager is disrespectful”. Your line of action should be:
a. Do nothing and continue to suspect your manager has no respect for you.
b. Change jobs to find a manager who respects you, but beware that the problem is yours. (Are you doing the things that earn respect?)
c. Call in sick on days you feel most disrespected, and watch Ellen.
d. Personally address your manager and ask openly whether he/she has respect for you. Of course you will need to be prepared to offer your rationale behind your assumption, and present the argument for why you deserve respect.
1. When you get a so-called ‘uncivil’ email from a co-worker (which you will), you should:
a. Do nothing and continue to expect to receive ‘uncivil’ emails.
b. Change jobs to find a company with people who don’t write uncivil emails. (Good luck with that.)
c. Call in sick on days when the emails dig at you most, and watch Judge Judy.
d. Personally address the co-worker and ask openly what the motivations were behind his/her uncivil tone. Of course you will need to be prepared to effectively explain how the tone was received in an uncivil manner. Also, you’ll need to present the argument why communicating in a civil manner is the professional way to go.
That’s the shortest quiz you’ll take this year, eh? But you get the picture.
So what does any of this have to do with the alleged lack of strong management in our industry, or CEOs who don’t care squat about your professional development?
Simple: the job of creating positivity and good culture inside the virtual and real walls of your business does not ride entirely on the shoulders of your manager and CEO. It’s not their job to fix every little problem that exists “on the floor”. Yes, they are the leadership stewards of all things work related – including culture – but you have a responsibility as well.
Go have the hard conversation. Go talk to those with whom you are struggling. Go air-out differences with those who are sniping through email. Be human and listen.
And certainly, if you’re NOT getting good management or CEO support with your professional development, go have that conversation too.