Category Archives for Teamwork

Seven mistakes managers make and how they affect your productivity

Lack of clarity

Your people don’t know what is expected of them, or why it is important. They don’t understand the purpose of their tasks, the mission, vision and values of the organisation. As a result, they are not meeting the organisation’s goals

Micromanaging

You might be micromanaging because you’re a control freak, or possibly just because you are worried that your team don’t know how to do their work properly, or they won’t do it the way you want. As a result, no-one on the team wants to use their own initiative, creating more work for you instructing them.

Not investing

You don’t invest in your people, either with on the job coaching, or training and development programmes. You still expect them to get results though. This means that people stagnate, don’t develop and grow, and don’t become experts at what they do. They are either bored so not doing a good job, or bored so looking for something more worthy of their time.

Not communicating well

Communication is poor, with endless, pointless emails. No-one thinks of getting up and having a conversation to resolve problems, it’s all done on email. Which people don’t have time to read. Meetings are unproductive, seen as a waste of time, achieve no progress. People feel left out, they don’t know what they need to know (see lack of clarity).

Not showing appreciation

Everyone feels undervalued, so they won’t go the extra mile when it’s needed.

Lack of support

People don’t support each other – managers don’t support their team, colleagues don’t help others in the team. If someone is in difficulties, no-one offers to help. As a result, people feel overworked, overwhelmed, overloaded. People feel isolated, don’t feel as though they belong to team. Work doesn’t get done, and what is done is possibly not the most important things.

No trust

Managers don’t trust their staff to do their job properly, staff don’t trust that managers care about them, or are looking out for them. Trust is the really big one – it’s fundamental to how we work. And if it’s not there, it will take a long time to develop. But the results for your workplace are phenomenal.

Doctor examining a patient's x-ray anyone can make a mistake

Anyone can make a mistake

I was reading something recently about workplaces and working relationships, and was intrigued by this finding.[1] Apparently, some research was done about how many mistakes were made in a hospital. The research compared places where the people were comfortable, got along in the team, and all worked well together, with other places where there were not good working relationships.

The researchers were surprised to find that more mistakes were made in the hospitals where everyone got on well, not the ones with poor working relationships. This wasn’t what they expected to see.

Being good researchers, they investigated further to see why this might be.

What's going on?

I don’t know if you can see the answer coming, but the results weren’t so counterintuitive after all. It’s not that the good workplaces made more mistakes. It’s that they owned up to them. And, more importantly, learned from them.

Those places where people didn’t work well together, no-one wanted to own up to the mistakes. That’s quite frightening in a hospital don’t you think? It means possibly no-one is acting to put them right. If the mistakes are critical, or fatal – well, instead of getting help, the busy, stressed, incompetent, whatever adjective applies, worker, was probably trying to put it right by themselves. Or not, if they were indeed incompetent. Now, I’m not suggesting all healthcare workers who make mistakes like this are incompetent, most won’t be, but there’s bound to be some. But whatever the reason for the mistake, not owning up to it is costing people’s health and even lives. The lack of shared learning – how do we ensure this doesn’t happen again, is compounding the problem.

Matthew Syed in his 2015 book, Black Box Thinking, puts this problem under the spotlight, together with our attitude to failure.  You can find out more about this book in my review, watch it here.

We all know the NHS is under extreme pressure, and allowing these kinds of workplace cultures to persist in such a crucial sector is madness in my opinion.

Are we ready to learn the lessons?

But there are lessons for us whatever our sector. Do we want people who take responsibility, own up to mistakes, work to rectify and learn for the future? Or are we happy to continue with teams who don’t get along, are afraid to step up and take responsibility, develop and grow?

How about your own workplace? Can people be honest and open about errors, or do they cover them up because of an environment of fear? What impact does that have on your organisation's effectiveness?  Start the discussion by leaving a comment below.



[1] Unfortunately, I can’t remember where I read this to cite the source. A check of my recent reading material hasn’t enabled me to find it – but if I do, I’ll come back and cite.

Edit: I still haven't come across where I originally read this, but just recently came across an account of it in Black Box Thinking by Matthew Syed.  The research is by Amy Edmondson from Harvard Business School. You can watch my review of Black Box Thinking here

​Reference

Amy Edmondson, 'Learning from Mistakes is Easier Said than Done: Group and Organisation Influences on the Detections and Correction of Human Error', Journal of Applied Behavioural Science, 32, no 1 (1996), 5-28​​​

Matthew Syed, Black Box Thinking (2015) John Murray, London