For many years, there was a regional director of operations who sporadically visited communities in her territory of the country. I could tell what state she was in because I’d get frantic calls from her teams, scrambling to make sure all their marketing materials were up to snuff, that deadlines were met, that plans were in place and being implemented. The fear this director inspired before her visits made teams tremble. So they’d leave no stone unturned because the risk of an oversight meant the wrath of the ops lady. And the wrath was oppressive.
I could also tell when this director left a certain state because she’d leave a wake of devastation behind. The relief of her departure was coupled with tears, stress and fatigue from anxiety. There would only be a short reprieve until until the follow-up visit.
I have seen some managers roll up their sleeves and dig in the trenches with their teams. These are leaders who create conditions for excellent performance. I’ve seen other managers, like this ops director, who are quick to point fingers, scold and criticize. They are not leaders. They are dictators, critics and hazards.
Of course, accountability is essential when employees have a job to do. But when performance comes about because it is the by-product of fear, it will never have the fine quality that a morale-driven initiative will have.
An angry big stick shows authority. It makes some teams get their jobs done. But it also makes these teams bitter, tired and unfulfilled. Turnover in communities enduring this management style is greater, which in turn, creates team instability on-site.
Owners, watch your managers. Managers, watch your style. You are in a position to cultivate morale or to crush it. Choose wisely.