Have you ever considered that the way we treat our employees has similarities to how we bring up our children?
If we don’t guide our children, establish boundaries, praise when appropriate and clearly communicate consequences, then we are probably doing them a disservice.
A child turns into a teenager and if that teenager goes off the rails and becomes a recidivist youth offender as a result of a dysfunctional family and a lack of strong core values, who is responsible for this teenager’s anti-social and criminal behaviour? The answer is probably both the teenager and the family. But think about the influence the parents could have had on this outcome if the teenager had been brought up in a different environment, one of
- strong values,
- accountability, and
If this were the case, I am sure we would be talking about a different teenager!
In this example it is easy to lay the blame of this anti-social behaviour with the teenager; some people will even say ‘lock him up and throw away the key’, as if the problem will just go away. But we do need to ask ourselves; “Where does the real problem lie?”.
A similar philosophy applies in business. We diligently recruit staff to give us the best chance of finding the right person, with the required skillset and strong core values to ensure they have the right attitude and attributes to fit with our organisation. This is the first step, but once employed, similar to bringing up children, we need to provide them an environment where they can develop and flourish.
A poor performing employee may be managed out a business or even fired, but does that performance issue rest with the employee or the employer? The answer again is probably both, but if this employee was working for an employer that had a;
- clear vision for the business,
- strong values,
- effective communication,
- an engaged and positive culture,
- clear goals and expectations for all staff,
- consistency, empathy and inspirational leadership
I am sure we could well be talking about a different outcome for this employee.
Often our first instinct is to blame, in this case ‘let’s fire the troublesome employee’, but shouldn’t we first look inwards to see if we have contributed to this outcome and ask ourselves whether we have done everything we possibly can to give this employee the best chance of succeeding?
If we can answer ‘yes’ to this question then we can move forward with conviction and certainty. Staff will still need to be praised, disciplined and some poor performers may still lose their jobs, but we can act with confidence in the knowledge that we have done everything we can to positively influence the outcome.