April Fools Edition: Some Common Organizational Myths
In the spirit of April Fools Day, I thought I would write this month’s blog post on a few of the organizational misperceptions or myths I’ve heard throughout the past year. Please comment below if you have thoughts on these or other misperceptions in organizations. I’d love to hear your perspectives.
I refer to this as a manager playing a dual-role in an organization because they are trying to serve both roles (the leader and the doer).
Organizations require too much agility for a strategic plan. Although organizations need to be agile to adjust to the fast-paced and changing nature of the world today, that doesn’t mean organizations can’t also be strategic and have a plan for the future. Without a strategic plan, an organization is more likely to be negatively impacted by external factors that they may actually have been able to adjust to, overcome, or even avoid with the right strategic plan in place. Bottom line: agility and strategy do not need to be mutually exclusive.
Pulse surveys are in and annual surveys are out. Pulse surveys typically allow organizations to collect more data from employees more often throughout the year. While this sounds like it could be great, there are many downsides especially if pulse surveys are conducted in lieu of an annual employee survey. First, pulse surveys often focus more on the survey than on the action that should follow the survey. Second, pulse surveys are often sent to a smaller sample of employees rather than the full organizational population which limits the value of surveys providing an opportunity for all employees to give confidential feedback. Third, pulse surveys can create survey fatigue by asking employees to participate in surveys more often especially if they don’t lead to action. Bottom line: don’t focus more on the survey itself than on the reason you are conducting it, which is to understand employees and make organizational improvements.
Great managers are both coaches and players. The coach-player approach to managing a team of employees suggests that the manager is one who is willing to jump on the field and help out when needed. In theory, this sounds great but in reality, it can create problems which is most likely why you would never actually see this is an actual sports event. Rather than coach-player, I refer to this as a manager playing a dual-role in an organization because they are trying to serve both roles (the leader and the doer). This can create a lack of role clarity, perceptions of mistrust, and reduced levels of empowerment and autonomy – all of which negatively impact employee engagement and performance. Bottom line: leaders should lead and coach their team but refrain from jumping on the field; if it feels necessary, leaders should assess why and address the issue.
If you build it – a dashboard that is – they will come. Organizations are becoming increasingly focused on data – gathering data, analyzing data, and hopefully using data to make organizational decisions. In order for the gathering of data to translate to data-driven decision making, decision makers across the organization need to have access to the data in a format that drives understanding and action. Unfortunately, the go-to method for sharing data is often through a dashboard which requires the decision maker to have enough time, interest, and knowledge to use the dashboard to glean accurate insights that lead to appropriate actions. Although some leaders may have the time, interest, and knowledge needed, many often do not. Bottom line: don’t make assumptions about dashboard utilization, especially for important organizational decisions.
Leaders are too busy for 1 on 1s. In the commotion of a busy work week, leaders can feel like they don’t have even 15 minutes to spare let alone 30 to 60 minutes to dedicate to each of their employees in order to conduct 1 on 1s. While not conducting 1 on 1s may free up a few hours each week, this most likely ends up costing leaders more hours in the long run. 1 on 1s, when conducted effectively and consistently, are a proactive way to provide support and maintain alignment. Without this support and alignment, employees will often need more reactive assistance throughout the week. Bottom line: leaders should commit to having 1 on 1s with their employees even when it feels like they don’t have the time.
If you find yourself in need of support related to any of these myths or other organizational effectiveness matters, feel free to reach out!
