“I’m having trouble with my team,” a manager explained. “We make too many mistakes. Quality is a concern. We have too many accidents. People miss too much work. Today’s employees just don’t seem to take pride in their work.”
I asked if he would be OK if I visited with his team and he said, “Sure, if you think that might help.”
Several members said, “He doesn’t get here on time himself and he sometimes leaves early.” Others’ comments included: “He doesn’t wear the new safety vests; says they are too hot. Why should we.” “He berates us about meeting schedule when he knows that some of the parts need reworking.”
When I mentioned these behaviors to the manger, he said, “I’m the leader. Why should I have to do everything they do? I have a reserved parking space.”
This manager apparently operated as a do-as-I-say, not a do-as-I-do leader. Employees study their leaders constantly and leaders’ actions overpower their words.
You want employees to come to work on time; show up early yourself. You want quality work; show a passion for quality. You want people to work safely; demonstrate safe practices with your behavior. Teams, like fish, rot from the head down.