Leadership: Combat Risky Apathy of Being Big
by Kate Nasser |
As the business world continues to exalt everything big — mega-stores, global reach, and of course big profits — my mind focuses on the risky apathy that being big produces.
Executives often focus on the businesses challenges of being big yet only a handful focus on combating the apathy that comes with it.
Leadership: The Risky Apathy of Being Big
- As teams get bigger they know each other less. Team members focus on those they know and are often apathetic toward the rest.
Risky result: Silos that stop communicating.
- As procedures grow complex to handle the bigness, employees begin to think that the procedures are the end goal instead of just one means to the true goal — delivering results to customers for business success.
Risky result: Apathy to the customers’ needs and lower customer satisfaction.
- If a leader with a big ego and threatening manner takes over, employees become focused on satisfying the leader instead of focusing on the organization’s mission.
Risky result: A change in culture from service commitment to risk avoidance. Big threatening egos produce apathy as they focus on the “me” instead of the “we”. They refocus most people on protecting themselves from the wrath of the egos. Hardly the path to success.
- As companies get big, employees feel detached from the end results. Do they make a difference? Many don’t know. Why commit to quality, follow-through, and excellence when they see little impact of their actions?
Risky result: Apathetic routine focused employees who don’t innovate or deliver the highest quality results. Consider the difference between the self-employed and the corporate employee. Of course there are high and low performers in both. Yet in self-employment, the impact of apathetic performance is clear and far more likely to change behavior and results.
- Big delivers a false sense of comfort. Big is often blind to the small upstart that works hard and grabs success.
Risky result: Believing you’re too big to fail can fuel apathy.
Do’s and Don’ts to Combat the Apathy of Big
Don’t just take care of your employees; engage them all to take care of each other.
Don’t hide the truth about challenges; keep everyone hungry for and working toward success.
Don’t over-emphasize adherence to procedures; get everyone involved in improving them.
Don’t segment people into silos; use technology to connect globally for rapport and collaboration.
Don’t just give perks to retain top talent; tap their talent to show them how they make a difference.
Don’t manage the bigness; lead for success.
Combat the apathy of being big with communication, true employee engagement, celebration of talent, and accountability. Engage Employees Through Their Entrepreneurial Spirit!
From my professional experience to your success,
Kate Nasser, The People-Skills Coach™
©2012 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish this post, please email email@example.com. Thank you for respecting intellectual capital.
Kate Nasser, The People-Skills Coach™, delivers coaching, consulting, training, and keynotes on leading change, employee engagement, teamwork, and delivering the ultimate customer service. She turns interaction obstacles into interpersonal success. See this site for workshop outlines, keynote footage, and customer results.