As you are developing and refining your management systems, it is imperative that you provide continuous, helpful feedback to team members who are going to set up or administer those systems. Feedback—or evaluation—is an element of all systems: management systems and people systems. An organization is a combination of both.
Feedback gives an organization the opportunity to see when behaviors are supporting progress or are counterproductive to progress. Feedback provides insights into systems that are working and ones that are not. Systems are so intertwined that when one system is not working, it can have a negative impact on all other systems and on teamwork. When systems are dysfunctional, this can pit one person or one division against another. In contrast, smooth systems can have a constructive impact all around. People really want the latter. People want to work in an environment where there is compatibility.
When employees respect their supervisor or leader, they will strive for better performance. In fact, people are often more dedicated to a supervisor than they are to the organization itself (Maslow, 1998). Leaders need to be popular and to create relationships where employees honor, respect, and like them. These employees, consequently, will put in extra effort to get the job done. People do not function well, nor is productivity advanced in a fear-based environment (Fernando, 2006).
The systems—both managerial and people systems—determine a person’s “output” and dedication. There is a difference between complacent team members and committed team members.
COMPLACENCY VERSUS COMMITMENT
Complacency in the workplace leads to a lack of productivity, misused energies, and disappointments. Complacent behavior or complacent people can fall prey to burnout, withdrawal, and boredom. They become lackadaisical. Talent is wasted and monies spent on training and development may be lost if people are not motivated and, consequently, fall into a pattern of complacency.
Complacent employees may work diligently to do what is expected of them, but they do so with little enthusiasm. They may be compliant, but they oftentimes find and focus on what is wrong rather than seeking and reinforcing that which is right. This can lead to dissatisfaction. They become saboteurs who negatively influence the organization. These people do not address their concerns in a constructive manner with a reconciliatory or problem-resolution goal. Rather, they speak negatively behind the backs of leaders or coworkers and do grave harm to the health and well-being of the company culture. Leaders must stop this negative influence or risk degradation of the organization and loss of productivity.
Just because some people are fueled by drama doesn’t mean you have to attend the performance. —Cheryl Richardson
However, when people are committed to the vision and to doing their best, they go above and beyond expectations and become viable assets to the organization. Their very presence and performance is valued, which is energizing. These feelings of accomplishment transfer to greater happiness at home and to a sense of personal satisfaction.
There’s a difference between Interest and Commitment. When you’re interested in doing something, you do it only when it’s convenient. When your committed to something, you accept no excuses; only results.
What type of systems do you have at your workplace? Let me know your thoughts and ideas below!