Where do we go from here?
So the results are in and the list is out. Yeah, I made it on the list--the coveted list of candidates awaiting a spot in management.
Now, the question of the day is this:
When do we get placed and where do we go from here?
Sounds like an easy task but if you really want to look at it from a managerial / leadership viewpoint (not that I am one to give it but I'll give it a shot...) you have to look at the culture of the workplace.
The newbie supervisor must understand the culture of the unit or department if he/she wants to lead successfully. Is the culture already established? Is the culture nurturing, supportive, turbulent or non-trustworthy? Are the members of that team competitive, gossipy, hard workers, ambivalent? I could go on and on....
Without understanding the culture of the environment (the teams/depts goals, values and objectives) a new leader will find it hard to transition into the leadership position.
It sounds easy to lead a team where you once reigned high as an expert but transitioning from a follower to a leader changes the dynamics of your working relationship. It affects the working environment and those who you once thought were friends may feel a tinge of jealousy (and maybe more than a tinge).
I guess my job as a leader is to try to establish credibility. I hope to be able to read my teammates and build on my interpersonal savvy skills.
It may almost be easier to try to lead a department that you know nothing about, gain credibility and then perform your leadership magic. Almost.
posted by Just another guy trying to rule the world... at 6:14 PM
12 Comments:
Just remember. The culture of the company is the behavior of the leaders.
12:36 PM
I don't see culture equaling to the behavior of leaders. The leaders make the rules and the rules can dictate or alter the culture. The people and the relationships in the working environment make up the culture. A good leader manages culture, understands the culture and cultivates it. The workers, believe it or not, form the culture. If the workers are unhappy, complacent, or suppressed, the culture of the workplace becomes stagnant. Workers dictate the mood, the traditions and the lore of the workplace. The behavior of a leader should only enhance the culture not stifle it.
7:43 PM
I have to ask then; do you really have leaders or merely elevated workers? An organization takes on the persona of its leaders. Look at G.E., Oracle, Genentech, Dell, Microsoft; you're telling me the workers create and form the culture in those firms and Bill Gates merely manages it? The leadership in these organizations know what culture they want to create and act upon it. Rules are an extension of the leader's values.
10:40 PM
Values and workplace culture are two different things. The values dictate the vision and what the company wants out of the employees. The workers determine the culture through diversity of race, experience, style, attitudes, etc.
The workers do form the culture. Workers are hired because they fit in. They are a perfect match for the company. Within the public sector, however, hiring is based on testing, appointment or other. So, because hiring is contingent on attrition and testing, the public sector gets its fair share of diversity.
It is up to the leader to understand the newbie and his values. What if this person who scored number one had complete different ideals, values and viewpoints completely contradictory to what the company holds. Just because a newbie scored number one on an entrance exam doesn't mean that he has the same values as the organization. It just means that he is smart enough to pass the test. It is now up to the leader to lead this newbie and instill the values of the organiztaion which will ultimately assimilate him/her into the culture of the workplace. This is where managing culture and diversity comes in.
Think about it...when a newbie enters a workforce he either assimilates into the working environment or is seen as an outcast. It is up to him to fit in and be accepted and embraced by the group... or not. A good manager promotes cohesiveness.
So...the answer(s) to your questions:
1) Leaders here in the public sector are usually elevated (dont be fooled by subjective testing and interviews).
2) Yes, leaders--even Bill Gates-have to manage culture. They provide the vision but the employees are the ones who embrace diversity and "newness"
Lastly, a leader can know what they want to create but can not really dictate the culture. If culture is enforced, then the company --whether it is public or private--will probably not succeed.
Diversity promotes "openness". Thinking outside the box is far bet better than a company being buried inside a box.
10:46 AM
I agree that the culture of a department, office or division in the Private Sector may be based on its leaders because these are the folks that hire and fire, but when dealing with the Public Sector, it's a different ball of wax. Public Sector is based on a cattle call of persons that apply, take a written test and get placed on a list. These people are then chosen by many factors, including the infamous rule of three, which means even if you are 1st on the list, you could get passed over for someone else (please hire my cousin's wife's brother, he needs a job!). It's nepotism at its best. The bottom line is once you are in and have passed the probation period, you are IN. And unless you do something really really bad, and that sometimes DOES NOT include stealing, falsifying records, doing drugs, DUIs...must I go on? You STILL have a job. That opens the door for lots of negativity and hence dominates the culture of the workplace. Gossipy co-workers? What to do? Making them watch a hostile work environment tape is not going to change this person's rumor mongering ways. And you will have great difficulty firing them. That's the one bright spot about being a Public Servant, job security and the staff knows this very well. Is this the culture of the leaders? I don't think so. I think most leaders realize they must do the best they can with the resources they have. That doesn't mean that e leaders are blameless, it means they may be clueless. And it doesn't help that the "up and coming" leaders are picked and fostered by the people that hold the positions right now. And how are they picked? By giving subjective tests that can be tweaked so the "right" people pass and the others are left in the dust with no mentoring or even explanation as to why they didn't make the cut. Or worse, you didn't pass and someone who did is telling you before you even get your rejection letter. How did they know you failed before you? But I digress...
11:42 AM
Well said.
As for the infamous hiring "rule of three", that is not indicative of ALL public agencies. It must suck where you work and having that being the norm----or ACCEPTED by the workers.
Again, here is another reason why I champion for the worker. We shouldn't be silenced when it comes to inequities.
Coming back to culture...that is why it is important to manage it, embrace it, cultivate it. If there is negativity or suppression, a good leader will address it and work towards changing.
Start out by having a "real" open door policy. Sincerity, honesty and trust usually bring about the workers to your door--not just words said because it sounds good.
Then, understand what makes them tick. Do they feel valued? Supported? Appreciated?
Start there and maybe you can make a difference.
I could also go on...and on..and on.....
11:55 AM
It's hard to feel valued when you are demoralized...
12:06 PM
A leader is a leader is a leader. It doesn't matter if he's working in the public or private sector. Both present different challenges, but not impossibilities. It's the way it is because the leaders tolerate the ambivalent, gossipy, good-for nothing, I'm here forever anyway workers. Your crew is demoralized, because so are you. You change your behavior, model the right ones and so will your staff. That's when you're credible, which will ultimately lead to them trusting and respecting you. There are leaders who have "settled" for what it is and there are those who are consciously determined to make a difference. You can either be a thermometer or a thermostat.
1:15 PM
Ok so how does that relate to managing culture?
Yes, lead by example. And, yes, a leader is a leader is a leader.
Gossip can be controlled. Remember gossip is harrassment and an unacceptable behavior. Behavior can be controlled when it affects the work and working environment. Gossip will always occur in both sectors. Its become human nature to envy and hate. Sad. But blame capitalism and the "haves" and "have nots" for that (will save this for another blog entry)...
As for feeling demoralized---SPEAK UP! Challenge the injustice. What have you got to lose? Your job is probably below standards anyways right since you are so unhappy???
It's not always the leaders fault.
We need some accountability here.
Leaders should know and understand culture (going back to the purpose of the blog)--that way, they can know when there are peaks and valleys in the attitudes of the environment.
Don't you think that that should be a sign? Why is everyone happy? or sad? or confused? or scared? An open door policy won't solve the negative air that is circulating in the workplace.
You are foolish if you think so.
Leading by example is one way to foster cohesiveness and gain "credibility".
But....lets get even more basic, shall we? Respect your workers and they will respect you. Trust your workers and they will prove you correct. Studies have shown that to be true. It takes a little more than leading by example.
But that's a really good start.
1:50 PM
By the way I like that statement:
"you can be either a thermometer or a thermostat".
That really says it all.
I like your way of thinking and applaud your insightful banter.
I hope you are on our side (public sector). We need more people willing to challenge the status quo, the norms, and the realized and unrealized powers that exist in the organization.
2:08 PM
When I discuss culture, I want to qualify that by saying the behaviors and attitudes that are exhibited and evident in an organization irrespective of the racial, ethnic, religious, academic standing, socio-economic, title, or even gender of the people making up the organization. I mean really, you have bad apples up and down that make up. What I am asking is, "Is the culture that of complacency, disengagement, apathy? Is that what the leaders tolerate, even exhibit?" They say one thing, but they do another, that sort of thing. When you manage observable behavior and decide what you're going to deal with you send a message that you're setting a standard or upholding one. If you don't engage, then that sends a message too. So, you tolerate it. Regardless, the staff see that and follow suit. This is the fallacy of the public sector in that many supervisors, simply grew up within the culture and are now asked to enforce something they themselves neglected to address personally probably because their upline never dealt with it either, thus the behavior is perpetuated. The new leaders merely become thermometers of the culture around them, reflecting what already is. Credibility starts with where you are not when you attain a position.
Change is never easy, but I think it starts with one person at a time. It starts with someone who is going to finally say enough is enough and have the courage to make a stand.
I feel for my demoralized brother/sister. I know all too well about working for a boss who continues to perpetutate the negative culture. But I say you're in a situation to make a difference. YOU CAN DO IT!!!
8:06 PM
Yes you can do it. You just have to know that it will take time.
However, I don't agree that it will take just one person to finally say enough is enough. It will take MANY. One man is no man in the scheme of things (depending on power and position and even that is no guarantee that you will have buy in). That's reality.
You will need support. You will have to rally and gain support from those in power. That is the reality of the organization, both public and private. Without support from the decision makers, it will be very difficult to implement or affect any type of change. The other option is if the staff rebel. I know that that is extreme but that is another way---a more confrontational way-- of saying enough is enough and I won't take it any more (why do you think unions were formed?). As always, there are repercussions and you should be willing to accept the consequences of your actions.
Your goal as a leader should be to work on a positive change in the environment which would then affect the culture positively.
Your goal as a follower should be to openly voice your opinions when there is injustice, inequities, nepotism, etc.
If it's not brought out in the open, then it is assumed to be acceptable....
10:48 PM
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