How would
you like to be at this kind of meeting, one that I recently attended as an observer, where a manager spent most of the time negatively comparing his employees to a new stellar employee? And when these employees attempted to object, as some of them did, they were told that they are mediocre (in
Norwegian—‘middelmådige) workers at best, and that mostly what they do is sit
on their butts and keep their jobs warm (in Norwegian—‘å ruge på sin stilling’, much like a bird would do sitting on its nest to keep the eggs warm).
It’s an interesting development, and it amazes me yet again that leaders in
any workplace, in 2012, have not yet understood that insults, sarcasm and passive-aggression
don’t win them friends, nor do they motivate the employees who are the targets
of this behavior. The targets seem to have decided to mount a counter-offense,
which has led to conflict between them and the leader(s) in question. And
who knows where it will all end? I am a spectator at present and will likely
remain so, unless I get forcibly dragged into the fray. Perhaps all of this is a test to separate the wheat from the chaff, or to get the perceived 'lazy' employees to quit. A management strategy to get rid of dead weight. Who can really know?
I find this
type of behavior so unprofessional and childish. I will allow for the following: that leaders can think what they want to think about
their employees, for example, that they are lazy and unproductive, but that they
should NEVER voice such opinions publicly in a meeting format, in front of
these employees’ colleagues, as was the case here. I was witness to what
occurred, as were several of my colleagues. None of us liked this behavior. We ended up at a loss for words--blindsided--in other words, taken aback by it, so that it is difficult to mount a response. These are the types of discussions
that are best conducted behind closed doors, between the employees in question and
their bosses. But this doesn’t happen in my workplace. Rather, everyone should
know what the leaders think about the employees in question—a modern form for
putting folks in the public stocks and letting them stand on display for all to mock.
I really do believe that some leaders think this type of behavior will light
fires under the butts of the employees they think are lazy and unmotivated. That treating them negatively will create a positive result. I know that it will not. How do I know
this? Because I have had the privilege and responsibility of mentoring a good number of PhD and
Master’s students during the past ten years, and motivating them to do a good
job NEVER involved insulting them or degrading them publicly. I am happy to
report that I have not treated any of them badly. Ever. The result being that
they voice their satisfaction with my mentoring, guidance, help and advice. I
can attest to the fact that being nice and caring about their development and
progress yield results. It also creates self-confidence where there might not
have been much at the start point. Helping people to believe in themselves—their
talents and gifts—is a gift in and of itself, a gift that creates personal and
spiritual growth in the persons who practice this. I think this is common sense, but I'm wondering if perhaps some of these leaders need to find Dale Carnegie's book on their desks come Christmas time.
