Meridian Group - Company Culture Consultants

A Director called a group of managers to an off-site to identify problems and opportunities in order to improve productivity. Afterwards, the Director proudly listed all the problems the group identified and the cost savings they projected.

But, one manager told me, "Most of those problems aren't real, but he wouldn't let us leave the room unless we listed them and the imagined cost savings. So we did." He told me that his real problems were the interference of upper managers and the poor working relationships with other divisions. That was not what his Director wanted to hear.

In my book, Developing Your Company Culture, I describe a CEO who refused to hear a similar message, costing the company millions of dollars. No matter how serious the problem, no matter how many managers raised it, and no matter how I tried, he would not and could not hear-and the problem remained.

The Price of Fear

Several years ago, a client began an Interview Program in his unionized plant. To kick off the program, the manager and I held an early morning pre-shift meeting with the union members and their Business Agent. The manager described the interviews as, "Getting to know each other better, improving relationships, and understanding issues we should all look at".

One Teamster turned to the Business Agent and said, "Hey! We could use something like this in the union." The Business Agent squelched that with, "This is a company program, not something we do!" The member's initiative was squelched by the leader's defensive (fearful) response. What a lost opportunity!

Why do managers find it so hard to face up to the crucial work issues? Often, it comes from the organization's culture-which is the basis of my work.

The Payoff: Creating a Culture of Trust and Fostering Innovation

Openness and trust are two qualities that grow as you develop a work culture. Work teams that have a skilful group leader will begin taking small steps, revealing pieces of their work-life previously held close. Over time, as people sense it is safe to speak their minds-others listen, nothing happens, no hasty actions are taken-they reveal more and more.

Soon, the relief is apparent as people experience the group (and their work environment) in a new way. Crucial issues, before too dangerous for public review, are now enthusiastically put on the table for examination. Members soon bring stories of great things happening between them and between their departments. If the group is the company's top leadership team, it becomes obvious to everyone that a fresh new wind is blowing. Soon all join in.

Experiences like this are some of the highlights of our work. Important things can be discussed that improve the quality of people's work-life and bring outstanding company performance.



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	A Better Workplace --- Meridian Group's Newsletter, Number 4, 2-19-02

	Tip-Toeing Around the Top Brass: The Cost of Corporate Politics A Director called a group of managers to an off-site to identify problems and opportunities in order to improve productivity. Afterwards, the Director proudly listed all the problems the group identified and the cost savings they projected. But, one manager told me, "Most of those problems aren't real, but he wouldn't let us leave the room unless we listed them and the imagined cost savings. So we did." He told me that his real problems were the interference of upper managers and the poor working relationships with other divisions. That was not what his Director wanted to hear. In my book, Developing Your Company Culture, I describe a CEO who refused to hear a similar message, costing the company millions of dollars. No matter how serious the problem, no matter how many managers raised it, and no matter how I tried, he would not and could not hear-and the problem remained. The Price of Fear Several years ago, a client began an Interview Program in his unionized plant. To kick off the program, the manager and I held an early morning pre-shift meeting with the union members and their Business Agent. The manager described the interviews as, "Getting to know each other better, improving relationships, and understanding issues we should all look at". One Teamster turned to the Business Agent and said, "Hey! We could use something like this in the union." The Business Agent squelched that with, "This is a company program, not something we do!" The member's initiative was squelched by the leader's defensive (fearful) response. What a lost opportunity! Why do managers find it so hard to face up to the crucial work issues? Often, it comes from the organization's culture-which is the basis of my work. The Payoff: Creating a Culture of Trust and Fostering Innovation Openness and trust are two qualities that grow as you develop a work culture. Work teams that have a skilful group leader will begin taking small steps, revealing pieces of their work-life previously held close. Over time, as people sense it is safe to speak their minds-others listen, nothing happens, no hasty actions are taken-they reveal more and more. Soon, the relief is apparent as people experience the group (and their work environment) in a new way. Crucial issues, before too dangerous for public review, are now enthusiastically put on the table for examination. Members soon bring stories of great things happening between them and between their departments. If the group is the company's top leadership team, it becomes obvious to everyone that a fresh new wind is blowing. Soon all join in. Experiences like this are some of the highlights of our work. Important things can be discussed that improve the quality of people's work-life and bring outstanding company performance.