Managers must check negative clique behaviour

Published on Wednesday, Dec 05, 2007

People always have and always will align themselves into groups and the workplace is no exception. The management may have a clique of their own and so do the technical associates, clerical staff, customer service representatives and front-desk workers.
The groups may be within a department or between departments, be based on tenure and at times, include or even revolve around managers. Clans that are for the boss and against him are a case in point. Top workplace writer, Paula Gamonal notes in her acclaimed article, Tribal Warfare: Dealing with Cliques in the Workplace “I’ve even seen workplaces with cliques of smokers versus non-smokers, cliques of coffee-drinkers versus non-coffee drinkers, and Friends watchers (a popular TV show) versus non-Friends watchers!”
Everything is hunky-dory as long as these groups simply chat at their desks, take coffee breaks together, celebrate each other’s birthdays or even socialise after work. Though other people may feel a bit left out from the gossip, socialising or festivities, it is not detrimental to the organisational camaraderie and success.
But, what happens when the cliques turn rigid and get polarised from ‘others’. They will put their own interests over the job and company with petty behaviour like concealing information and refusing to help outsiders. Needless to say, the destructive effects directly tell on company morale, turnover, productivity and growth.
Yes, such unhealthy grouping is a harsh reality of the workplace. But this does not mean that the organisation cannot control the dysfunctional fallout at all. It will be a long battle, but concerted efforts to address the problem can contain the negative consequences to a great extent. Here’s how:

Figure out the problem
Managers should be on the lookout for signs of harmful clique behaviour like business decisions taking place without uniform input from everyone, complaints of groupism or partiality to a particular group, divisions in information sharing or even hurt feelings of ‘outsiders’. Instead of passively tolerating the undermining behaviour, they should quickly intervene with strategic conflict resolution. Else, the hostilities may rapidly escalate into irreparable dissension. Active measures like openly talking out the differences or seeking to incorporate benefits of warring groups go a long way in curtailing cliquey behaviour.
At times, it may even become necessary to analyse the nature of exclusiveness and address it directly. For instance, if a set of old hands try to isolate newer recruits and work to undercut their new ideas, efforts or processes, the clannishness may actually be a defensive reaction to what they perceive as a threat to their value and control. Therefore management should alleviate their probable anxiety over organisational change or restructuring, by constantly seeking their opinions and involving them in new events.

Finger of blame
The management is responsible for fostering a cooperative attitude among employees and for creating and maintaining diversity in the workplace. But, what if the supervisors themselves are unwittingly fostering competing cliques by ignoring conflicts or by showing preference for one group over another?
Therefore, managers should take extra care not to discriminate between groups and implement everything from rules, policies and disciplinary action to incentives and perks on an equitable footing. They should include everyone in on the act – be it seeking ideas, inputs or participation in meetings and events. Also, try and explain reasons for any differences, whenever possible.

Enforced ‘mixing’
While management cannot actually force employee groups to include others, they should give people of opposing factions a chance to interact with each other by assimilating them in project teams and other assignments. Advocate team playing by undertaking team-building activities that bring everyone together. Also, try to collaborate the efforts of various groups in problem-solving or other constructive discussions. Developing a common mission will inspire synergy and cooperation, thus focussing competitive energy into work challenges and achieving results rather than inter-group rivalry.
Also, create regular opportunities for all employees to socialise together as a large group.
For instance, forming a picnic committee, sports team or sponsoring a party will enable them to get to know each other in an open and informal environment.

Welcome on board
Cliquey divisions may subtly or blatantly ostracise new employees who end up feeling disenfranchised and alienated from the older ‘tribes’. Management should focus on helping new employees start out on the right foot with proper orientation or maybe a ‘work buddies’ programme wherein every new hire is paired with a long timer for welcoming, mentoring, or simply getting to know each other.
Also make integration an element of your performance review process. Then, raises, bonuses and promotions can be linked to how well all employees try to welcome, train and work with new hires. As management consultant, Arlyene Diamond says, “You have to model it, mandate it and reinforce it. It’s got to be top down. You will be less likely to lose good ideas and good people this way!”

PAYAL CHANANIA

Get over 'I am in control’ syndrome

Published on Wednesday, Dec 05, 2007

Mr. Amit is widely acclaimed as a brilliant employee who always turns in spectacular work and tremendous results. His attention to detail and iron determination is equally lauded. Little surprise that he rapidly ascends the career ladder and scales great heights. But are his colleagues and subordinates similarly in awe of his incredible performance?
To the contrary, a simmering antagonism is brewing, and the finger of blame swings to his obnoxious penchant for control! Mr. Amit is another product of the ‘I am in control’ stable!
Such people have a subliminal compulsion to organise and dominate everyone and everything around them. This dysfunctional ‘I know best’ affinity manifests itself time and again as constant nit picking, meddling and criticism. They adamantly call all the shots and insist that everything be done their way. Moreover, not only do such people offer unsolicited advice all the time and insist that it is adhered to, but also instantly suppress any opposing opinions or attitudes of others. Needless to say, everyone else’s work life becomes a total misery, as any disagreement is explosively met with a hostile rage.
Similarly, the workplace also abounds with micro-managing supervisors who simply have to have a ‘hands on’ everything. They are constantly looking over subordinates’ shoulders, rechecking their work and finding faults. Running a tight ship, they are not even beyond launching an aggressive personal attack at the slightest hint of dissent. This is accompanied by an obdurate refusal to delegate work and value, praise or even acknowledge others’ contributions.
However, employees cannot function under such restraining conditions and soon, even their ample competence slowly transforms into incompetence. The result is a suffocating atmosphere that completely stifles vision, morale and growth.
Is there an inherent superciliousness shadowing the propensity to seek control and be bossy, or is there something else at work here?
Well, experts believe that a megalomaniac need to always be in charge of things actually stems from a person’s inherent insecurities. They have to run the show and are paranoid about losing control. Bossing others by imposing their opinions and ways hints at a genuine need to validate oneself. As leading executive coach, Jon Stokes elaborates, “Underneath the behaviour is fear and anxiety. The ’control’ person thinks he is holding everything together and if he lets his side down, all will come crashing down.”

Operation: Reformation
Always being on top of everything with high personal standards does have its advantages, as you can achieve remarkable results initially but at what cost? An incessant quest for control pays the price with damaged work relationships and ultimately restrains your own success.
Therefore, unless you want to alienate everyone and end in a catastrophic failure, take a personal inventory to identify your reactive style. Reflect on why you are so frightened of being out of control. Why do you feel uncomfortable acknowledging that someone else’s opinion is better than your own? What makes you feel you know what’s best for others?
To tame such dictatorial tendencies, you have to overcome your jealousy and hidden insecurities. As a confident person, you will never feel threatened or get upset in the face of disagreement. An inability to trust combined with perceived threats may also be fuelling your anxiety. There is no reason to feel unsafe as no one is going to usurp your authority. Also, the world will not fall apart without you at the helm! Furthermore, you cannot actually control how other people think and behave howsoever much you may want to. The resultant stress will only prove destructive.
Therefore, it is prudent to relinquish your close-minded control and become an effective team player. Be on the healthy side of control by having not a tenacious and invasive grip, but a soft, feathery hold on things. Exercising some flexibility by say, altering your routine will help you to loosen up and relax. Once you have what it takes to deal with whatever comes your way, watch your work and relationships bloom.
As professional coach, Terri Levine puts it, “Let the proof that controlling others and every situation is not necessary for your success and happiness be the validation you need that everything is fine and so are you!”
Even as a manager, try to let go of the reins and trust employees to do their bit. Be tolerant of mistakes and open to discussing alternate ideas for work. Concentrate on the big picture and give people a chance to contribute. Empowering employees with professional autonomy, accountability and providing valuable feedback will ensure better performance.
All said and done, exerting control over one’s environment is a fundamental human need. In fact, you have to be a little controlling to do an excellent job or complete a project in time. However, there is a very fine line between taking charge and having an unhealthy obsession with control. When you find that people cannot work with you and tend to avoid you because of your over-controlling tendencies, its high time you wake up and mend your ways. After all it has been rightly said that,
‘Those who can, do. Those who can’t, control!’

PAYAL CHANANIA

You can lighten up a dreadful working day

Published on Wednesday, Nov 14, 2007

How many of us can honestly vouch that we really enjoy what we do!
Unfortunately, most of us operate on certain preconceived notions like –

‘Work is serious business.’
‘There is no place for fun in work whatsoever.’

One might ask why do work and fun always have to be mutually exclusive. Why can’t work be fun too?
Sorry to say, but the universally prevalent stance is that having fun in the workplace reduces productivity. If an employee has a playful attitude and jokes or is jocular, he is branded as frivolous, incompetent and even unprofessional.
Does that imply that we really have to go about our work with frowning, worried or drawn faces?
Well, contrary to popular opinion, work and fun share a symbiotic relationship. People who have fun at work actually enjoy what they do and so work much better. Moreover, an amalgam of work and fun breaks the tedium and employees don’t feel like they are working at all.
They actually look forward to going to work, something that is otherwise quite unimaginable. Imagine getting paid to do something that you enjoy doing!
Experts uphold that a good dose of humour is the best stress buster as it makes the work place more pleasant. This translates into increased productivity, confidence, morale and job satisfaction. As, Dr. David Abramis who studied the impact of fun at work for years reveals, “People who have fun on the job are more creative, more productive, better decision-makers and get along better with co-workers. They also have fewer absentee, late and sick days than people who aren’t having fun.”
Considering all these benefits infusing fun in the workplace is fast becoming an occupational necessity. The GenY workforce puts a premium on work/life balance and seeks jobs that have an inherent element of fun permeating the workplace. This does not make them take their work any less seriously, but makes them passionate to succeed. Therefore, companies that figure out this delicate equation alone can attract and retain the top talent.
Build a culture of fun
Creating a work/fun fusion injects vigour into the job and creates tolerance for the most repetitive tasks. All it takes is a few minutes of doing some boredom-breaking activities that people enjoy - like listening to music, working on a crossword puzzle or reading a short story. All this to relieve the stress and reinvigorate the employees’ thought processes. Laughing while working can lighten up a dreadful day and inject enthusiasm into even the most unpleasant of tasks.
In a similar vein, holding light-hearted contests, impromptu celebrations and other creative fun makes the office an exciting place to work in. Add to these soliciting employees’ ideas on more ways to increase fun to the workplace. It’s all about adding a dimension of playfulness to mould people to believe that combining fun with work is a way of life in your company.
Managers should set an example by adopting a cheerful deportment that reflects humour in negative situations and make them joke over their own mistakes to defuse the tension and stress. They should encourage everyone to loosen up a bit, crack a smile and not take things too seriously.
It’s high time merriment moves from the confines of locker rooms, cafeterias and water coolers to become an intrinsic part of the daily routine. Yet, it is essential to clearly explain to employees what fun is in the workplace. Only tasteful and contextual humour that does not mock or offend anyone can build healthy bonhomie and camaraderie.

What does fun on the job really mean? It is not only about guffawing or playing the fool all the time, but also making work challenging and meaningful. Employees feel their work is more lively and fun when they are given the freedom to be innovative, compete healthily, take risks, solve problems and learn new skills by working with brilliant people. Therefore, management should endeavour to provide a dynamic, fast-paced and flexible work environment. Work would then be more enjoyable, rewarding and FUN!

PAYAL CHANANIA