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Are You Shooting Your Messengers? A senior executive at a division of the McKesson Corporation tells me a friend of his, on the day of the executive's promotion, called and said, "How does it feel to know you have heard truth for the last time?" Unfortunately, for too many executives, this statement reflects sad reality. A meeting of all managers and executives at a Fortune 100 company was held a few years ago to announce a major change to the senior management team. The new CEO came to the podium. As he did another executive in the back of the audience stood and shouted a number or criticisms regarding the way the change was handled. As he launched his tirade another executive rose, aimed a pistol (a starter pistol) at the intemperate executive and fired. (Something no sane executive should do in today's environment.) As he fell to the floor in a magnificent show of acting ability, and as the rest of the audience reacted in horror, the shooter proclaimed his impatience with managers who complained so much. The room settled down, now aware of the staged farse they had just witnessed. "The messenger had been shot." The new CEO stepped to the podium once again. This time announcing his number one priority - to improve the (notoriously poor) communications in the organization. He said in particular he was concerned about what he felt was a dangerous culture of misplaced loyalties. It was simply not legitimate for communications, concerns, complaints, ideas, objections, or questions to flow up in this then troubled organization. Don't ask - don't complain had been the norm. Truth was hidden from those who needed to know. The curtain on the stage then opened to reveal an oversized coffin in the middle of the stage. He went on to talk about the "shoot the messenger" syndrome he wanted stopped, and then asked every member of the senior management team to surrender their weapons. One at a time the 15 or so executives came forward and put a variety of fake long guns, shotguns, swords, hatchets, bombs, whips, and other fake weapons into the coffin, each going to the microphone and taking the "no shooting the messenger" pledge. Of course it takes more than just a few words or staged demonstrations to change a culture which had built up for many years. A number of vehicles for change were implemented over the next few years. Honesty is extremely difficult to achieve and very fragile to maintain. At a New York newspaper employees wrapped a hatchet and left it, anonymously on the publisher's desk with a note to the effect, "This will make it easier for you the next time you feel the urge to cut us off at the knees". The publisher had a habit of continually criticizing his people in the weekly planning meeting. He was never satisfied. Such meanness does nothing but destroy an organization, first by cutting off the information flow, next by creating growing resentment and alienation, and lastly by chasing the best people out the door. Talented people will not work in a culture noted for its intimidation and lack of respect, whether they personally are the targets or whether they must standby and watch others get hurt. You can encourage employees to come forward, whether it is to champion an idea, report a problem, or admit a mistake. This can be difficult. You certainly don't want to reward the mistake, nor to imply that the mistake is not important. If all the employees experience for coming forward is punishing (i.e., more work, embarrassment, public scorn, or discipline) then a real problem exists. The channels will clog quickly. Try these techniques. Make them instinctive. Praise Employees For The Admission: Don't let an employee sweat while you decide what to do. "I appreciate your honesty", "Thank you for letting me know", "I will not violate your confidence", "Have you talked with her about the problem?", "Let me set up a situation so you can discuss it with her." Prevent Others From Exploiting, Retaliating, Or Exposing The Comments: Employees and other supervisors can be very cruel, often even thinking they are trying to smooth the situation. (Don't ask Jon - heh Jon? He doesn't want to go through that again. Do you John?) Provide the employee some cover. "We all make mistakes", "Jon thinks we should talk about this", "It has come to my attention". Emphasize The Positive - Eliminate The Negative: Avoid "yes but", "We have tried that", or other killer phrases. Watch out for the hidden unspoken but felt "stupid" statements. "Why did that happen (stupid)?" "I appreciate Jon's honesty. If he had not let me know about this it may have been weeks before we realized something was wrong and someone may have been hurt." Give The Employee A Second Chance: It is important that you express your disapproval of the behavior that may have caused a mistake, and then assist the person in it's correction. No one likes to make mistakes, and in their embarrassment of the moment may avoid criticism or coaching. Let them save face. You must go back to the person once the dust settles and make sure whatever occurred was a mistake - not a lack of skill or will. Avoid Putting Employees Into Dueling Situations: It is very tempting to put dueling employees, whether in conflict, critiquing each other's work, reporting mistakes or failure, etc. in a room to talk it out. In some situations, in particular those where the employees must find a way to work together, this may be appropriate. But more often than not the leader must step up to the situation(person) and let him or her know that you have been aware of a problem or of a situation you do not tolerate, clarify, and get a commitment first to stop the behavior and second to take no retaliation. Commit to what you will do in the future, but don't force the employees to duke it out. Whatever you do leave your weapons locked up. The most destructive weapons? Ignoring, criticizing, stealing other's ideas as your own, forcing people to compete rather than collaborate, choose favorites (listen to some, but not other's) criticizing in front of others, and demeaning put downs. Make it a positive environment. Sensitive communications cannot flow against the current. |
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