8 Dysfunctions That Undermine Company Culture

corporate culture, dysfunction

 

 

Do you recognize any of these archetypal energies in your workplace culture?

Business Dysfunction #1 – Shortsightedness

Inside shortsighted companies, leaders lack a clear vision, and employees are confused about the general direction in which the company is heading. With an emphasis on short-comings and deficits, these companies lack an inspired purpose. Consequently, they are problem-focused and often lose sight of the big picture.

The leadership style driving the dysfunction of shortsightedness is the Aloof Expert who spends most of the time in her head in the land of theories, ideas, abstractions.

Business Dysfunction #2 – Fear & Panic

These companies play it safe. They are risk-adverse and avoid failure at all costs, focusing on avoiding the worst case scenario, favoring comfort over growth and innovation at a cost of obsolescence.

The leadership type behind these companies are Worry Warts, who are very loyal, stable individuals. Unfortunately, they tend to be hyper-vigilant of potential threats and skeptical of almost all information.

Business Dysfunction #3 – Busy Distraction

In contrast to Fear and Panic companies, Busy Distraction companies find it hard to get in a groove. These companies want to be creative and innovative but don’t have the disciplined processes that foster focus and follow through. “Squirrel!”

The Disorganized Dreamer heads these companies as very inspirational and undisciplined: they can inspire others with magnificent ideas but don’t finish what they start.

Business Dysfunction #4 – Control & Micromanagement

In these workplaces, employees feel tightly controlled and micromanaged. It’s not necessarily that the policies and procedures are tightly monitored (although that could be the case); rather, employees can never seem to do anything right. Either their work is criticized as not good enough or their bosses take over their projects and tasks because “if they want it done, they’ll do it themselves”. These companies are short on employee appreciation and long on cracking the whip.

There are two types of leadership styles that can contribute to the Control & Micromanagement dysfunction: the Persnickety Perfectionist and the Pushy Power-Grabber. The Persnickety Perfectionist is a “black and white” thinker who focuses on flaws, criticizing and rarely praising because nothing is ever good enough. The Pushy Power-Grabber is demanding, blunt, angry, intimidating and subject to angry outbursts who desires control.

Dysfunction #5 – Disconnection & Withdrawal

With this dysfunction, things move slowly or not at all because being non-confrontational is valued. Being “nice” is rewarded with less concern for getting results. Goals might be set, but there is no penalty for failing to achieve them. Decisions are delayed or not made at all. Policies mean nothing as exceptions become the rule to keep the peace.

The leader in this company type is a Peacemaker at all costs, who avoids ruffling feathers by appeasing whoever cries the loudest. Consequently, leaders in this company don’t stand firm on anything.

Dysfunction #6 – Over-care with Lack of Accountability

This dysfunction emphasizes being helpful to others. Sounds good until you see the downsides. Leaders fail to delegate appropriately because they rescue employees by making excuses for them and/or picking up employees’ slack instead of holding them accountable. Out of the blue, the leader blows her stack because she suddenly feels taken advantage in spite of creating the situation with poor boundaries in the first place.

The corresponding leader type for the Over-care dysfunction is the Martyr. This is the person who gives and gives and gives until realizing they are not getting reciprocity, at which time they can give you a piece of her mind!

Dysfunction # 7 – Workaholic Culture

This workplace often sets huge goals and pushes its employees to get there no matter what. Failure is not an option, and peer pressure enforces showing that you’re working harder and longer than anyone else. There is nothing wrong with stretch goals and achieving great things. However, here it is all-consuming without an emphasis on guiding principles.

The leadership style that tends to drive the Workaholic Culture is the Overachieving & Ambitious Chameleon, who outwardly displays all the trappings of success – the house, the car, cool vacations – while feeling like a failure on the inside — always driven to prove herself.

Dysfunction #8 – Irresponsibility

In these companies, no one accepts accountability, responsibility, or ownership or displays integrity. It’s everyone else’s fault.

The leadership type is the Misunderstood Misanthrope, a “tortured soul” who wants to be unique and edgy but accepted by the mainstream at the same time.

anger; confrontation

Are You Leading or Bullying?

“I feel like you’re intimidating and bullying me.”  These are the words of a female employee during a meeting with her male supervisor, who intended to set expectations with her. The supervisor was taken aback and started to question his behavior.

With stories of bullying of children frequently in the news, it makes us stop and think.  So, how do you know whether you are leading or bullying?

Keep in mind that a few employees will attempt to deflect attention away from themselves, especially when a work issue is being addressed.  One thing they may say, whether they really believe it or not, is that you are bullying” them.  It’s as though some believe that no one – not even their supervisor – has a right to set or clarify expectations for them at work.

Also, some employees may use the word “intimidation” when describing what it felt like when they were called into the boss’s office to discuss a performance issue.  Well, sure, it can be intimidating, especially for those who know deep down they’ve failed in their work commitment.  But that doesn’t mean the boss was purposefully intimidating and is a bully. But it does get at the fact that the use and misuse of power and authority is at the heart of bullying when the boss is involved.

Distinguishing  Bullying Behavior

According to the Workplace Bullying Institute, bullying is a “laser-focused”, “systematic campaign of interpersonal destruction” that has nothing to do with work itself and that negatively impacts the employee’s health, career and job.  A bullying campaign targets an employee for no good work reason. Such a campaign can cause the employee, who otherwise does acceptable work, to feel hopeless about the situation. Those targeted by bullying tend to be good workers, who are “independent” and not easily “subservient”.  G. Namie, The Challenge of Workplace Bullying, Employment Relations Today, 2007, 34(2), pp.43-51.

To help clarify, these are examples of when your behavior could be that of a “bully” instead of  that of a “leader/supervisor”:

Bully
Leader/Supervisor
During a performance review, the supervisor is intentionally biased or gives inaccurate feedback because he doesn’t like the employee even though the employee is a good performer.
During a performance review, the supervisor shares honest, substantiated feedback with the employee, whether or not he likes the employee as a person.
The supervisor deliberately excludes an employee from workplace meetings and activities for no good reason or for a concocted reason while other employees on the same team or in the same job classification attend.
The supervisor includes an employee in workplace meetings and activities that other employees on the same team or in the same job classification attend, even if the employee is not the best performer.
The supervisor instigates, encourages, or fails to stop others from spreading malicious gossip, jokes or rumors about an employee.
The supervisor refrains from joking about, gossiping or spreading rumors about any employees and addresses such passive aggressive behavior with other employees. Instead, the supervisor addresses any problematic conduct or performance with an employee directly and privately, giving them an opportunity to give their version of the situation.
The supervisor pesters, spies, or stalks the employee with no business reason for doing so.
The supervisor monitors all employees’ whereabouts and productivity if there is a business reason for doing so, and documents and addresses any issues of attendance or productivity privately with an employee, giving them an opportunity to give their version of the situation.
The supervisor criticizes or belittles the employee persistently or allows others to do so without saying anything.
The supervisor speaks privately with the employee if there are documented conduct or performance issues, getting the employee’s explanation during the conversation.
The supervisor metes out undeserved or unwarranted punishment to an employee.
The supervisor addresses only work related issues, gathering all relevant information regarding a situation, including the employee’s version of events, before deciding whether or not to discipline an employee for workplace misconduct.
The supervisor consistently gives a good performer assignments that are beneath his position to create a feeling of uselessness.
The supervisor holds all employees accountable to job performance standards and documents/addresses sub-standard performance with interventions such as re-training, job shadowing, etc.

The manner in which the supervisor interacts with an employee in any situation can increase or decrease the employee’s perception of being bullied, even if the supervisor’s behavior is not out of line. So, as a leader and supervisor, know when it’s appropriate to address a workplace situation with employees and do it professionally and respectfully.