About that Morale Problem. . .

When I hear leaders say something akin to "The morale in my team is so low. . .they are so discouraged. . .they don't even like to come to work;"  I shudder.  My first concern is the team itself;   if they are in fact so demoralized - it is a terrible place to be and work.  My immediate second concern is the leader - and my question is, "What is the leader doing about it?"

Often when I hear managers complain about demoralized teams it is quickly accompanied by the explanation that all of the bad stuff is external and there isn't anything that can be done about it.   Right there is an explanation for half of the problem - if the leader has abdicated responsibility for what he or she can do for their team, truly the battle is lost.

We can only positively impact the workplace when we accept the responsibility, through good times and bad, that we are responsible for the tone of the workplace.   Even though there may be negative external forces, it is the leader's responsibility to positively lead their team through those.   So here are a few litmus test questions that leaders of demoralized teams should ask themselves.

• Is the team truly demoralized. . .or is the team just reflective about how I may feel about my work?
• If the team is demoralized. . .am I as their leader part of the problem (for example, the "it's not my job to be liked" management style) or part of the solution that is trying to put the team back on track?
• Can I lead my team through bad times?   I once had a group interview with a team in a very successful company.   Said company had recently suffered an unusual downturn in sales.   When I asked the team what I could do for them, their reply was "Lead us through this hard time because we've never had to deal with it before."
• Whether in bad times or good times, am I focusing my team on what is do-able?   For instance, during a recessionary period, it's folly to focus a team on a double digit sales increase;   it would be more satisfying to focus on customer retention and satisfaction.
• Am I enabling my team to play well with others and stay in tune with the mission of the company?   Internal competition and infighting does not build character and is not satisfying.   Teams that can see and stay aligned with the big picture are successful and satisfied teams.

Admittedly, there are a few situations in which external forces are so awful that the leader can't be effective;  in which case, it is time for the leader to move on for their own personal satisfaction.

Overall, however, our job is to lead and guide our teams with energy and positive direction;  you do that and you won't have a morale problem.

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My book, "Courageous Questions, Confident Leaders" is available for PCs, tablets and e-readers on Amazon Kindle.   Thanks for reading  - Brent