Weekly Newsletter

12 February 2012

I’m so angry

These words greeted me recently. I was rather taken aback as they came from someone who is placid, calm, and in control. I never considered this person to be prone to anger or even likely to become angry. His distress was caused by being chastened by his line manager for a lapse in customer service that was in no way his fault. He was powerless to do anything about the shortage of staff and felt his manager didn’t listen and he was being treated unfairly. It is interesting that in the past this same person has spoken of never being offered a word of encouragement or praise, seldom a smile and rarely a ‘thank you’ from line management – what an indictment.

Once a year the staff of a well known sportswear retailer decamp to the New Forest for a three-day working holiday. There they engage in team-building exercises such as constructing a boat and sailing it across a lake, while the directors cook them up barbecues of seared tuna steak and gigot of lamb.

It is all part of ‘keeping the edge in customer service,’ as the founder puts it. Like many successful entrepreneurs before him, he knows that happy staff are the best way to ensure happy customers. The success of this company, which now has a chain of stores, a thriving mail-order business, and plans to expand, would not have been possible without the staff. ‘Our biggest challenge is to keep our staff as keen as we are,’ says the founder.

Current management thinking supports the importance of involving workers in decision making, including the hard decisions. W. Chan Kim and Renee Mauborgne, two academics from a French international business school, argue that trust plays a vital role in motivating employees in both good and bad times. They champion the concept of ‘fair process.’

“Fair process is based on the simple human need for intellectual and emotional recognition. There is a difference between a fair process and a fair outcome. If there is a fair process based on engagement, explanation and clarity, the painful and difficult goals can be achieved.”

According to Kim, many companies have lost significant ground in nurturing employee morale and customer service by announcing changes without involving staff. This, he says, is a violation of fair process and undermines trust and morale. At all times there needs to be active engagement with staff.

The angry employee is loyal, co-operative, and a hard worker, goes the extra mile, works unsocial hours – and yet he endures criticism and blame for a situation that was way outside his remit to resolve. Someone needs to listen!

When we listen:
v Co-operation is increased. True listening indicates the other person has value, dignity and something to offer. People who know they are valued will be more positive to those responsible for them.
v Better decisions are made. Listening provides information on which appropriate decisions can be made. Listening enables us to choose our response rather than reacting automatically.
v Wise guidance can be given. Only when a situation is understood can effective instruction and advice be offered.
v Conflict is avoided. Responding to reality, rather than emotions or misconceptions, will prevent unnecessary relational problems. In addition, when someone knows they are genuinely being listened to, their frustrations or anger will be calmed.
v Stress is reduced. Listeners have great influence and can help to reduce stress in many situations.
v Costly errors are prevented. Failure to listen can result in wrong decisions. How often have we heard someone say, “I told him that, but he did not listen.” When people are listened to, they are more open to change and everyone’s effectiveness increases.

A North American Indian proverb says:
“Listen to their whispers and you
don’t need to listen to their screams.”
Now that’s something worth hearing!