Here’s an awkward question for you.
How does your organisation react to known issues which recur on a regular basis? Not an easy question to answer, is it? So, just to be really difficult, here are a couple more for you to consider:
How long does it take to acknowledge that there is a problem?
How long does it take to decide to deal with it?
Does your organisation prefer to do nothing and hope it will go away?
Do you have a quick look and decide the ‘fix’ is too difficult or too expensive?
Or do you take the time to really understand what is happening, why it is occurring and have a robust conversation about how to deal with it and, more importantly, prevent it happening again?
We’d all like to think that the last option is the one we would choose but a great many organisations put up with the discomfort because they believe it is either going to be too hard or too messy.
In one of the places I worked when I was newly married there was a fairly unremarkable office chair. Not particularly comfortable, not particularly smart or tatty. It was OK for my day’s work. But it had a reputation and new occupants never learned about a so-called ‘jinx’ until a particular event occurred. No-one was ever given a heads-up or advance warning, people just watched and waited. And that, as you will see, was a little unfair.
Some months later I was settled into a really enjoyable role and making it my own, enhancing services and innovating as I went. Then I discovered that I was pregnant. Not surprising you might say for a young married woman. However, it wasn’t exactly in the plan at that point so I wasn’t looking forward to explaining the situation to my boss. His response absolutely astounded me. Don’t worry about it, he said with a smile, the last four people who have used that chair have all become pregnant. And everyone else in the department started chuckling and saying they wondered how long it would take for the chair to do its work. Excuse me???
Leaving aside the amusement value for my work fellows, with hindsight my story raises an important question about what organisations know collectively and how much is passed on as accepted behaviour during induction processes. My visits to a wide variety of organisations these days seem to indicate that ‘known issues’ are often tolerated for quite long periods – even the old wives’ tales.
Now the most important aspects of any induction process are to tell people what to expect and how to behave when working for your organisation. Keeping secrets from them is not, therefore, going to do anyone any favours. You might say that folklore isn’t covered by a formal induction process and that may be so but unless and until a new employee understands the organisation’s culture and ways of working, they are going to find it hard to fit in and/or do their job effectively.
From the organisation’s side, it makes sense to aim to prevent losing staff for foreseeable reasons. After all, you have to invest in bringing them up to speed until such time as they become useful parts of the team. It also makes absolute sense to ensure that there is consistency in inductions for all levels of staff – give or take the context and content of the role.
What other things are foreseeable if they happen time and again?
Perhaps knowing that the work relations in a particular department continue to be poor. This can cause real headaches. But there is always more than one way to tackle something of this nature. There may be a single cause or perhaps the staff are uncomfortable because of the dynamics between the team members or because the personality or work traits of the person in charge of the department leave something to be desired.
Or are you receiving lots of complaints relating to a particular activity or service you provide? Have you taken a long hard look at the process from the consumer end, how are they being treated, how long are they waiting, are you communicating well enough, is the final product worth waiting for?
If you know you have a problem in a particular area, why wouldn’t you expend some energy to fix it or change something which will eliminate the issue, i.e. get rid of the ‘jinxed’ chair?
Not all organisations are good at being so objective.
This is where a fresh and unbiased pair of eyes can help. Asking someone who doesn’t know the organisation’s history can be a distinct advantage by being totally objective.
It can be awkward to face up to problems which have been around for a while. So if you would like to discuss any of these ideas further or need assistance with finding a way forward, then do contact me. It’s probably not going to be as difficult as you think.