3. BE VAGUE AND
AVOID CLARITY
STEP 1
Time and effort is required to
conceptualize and implement new
initiatives.
Staff may not want to put in all that
effort on top of their existing
workload if they can’t be sure if it
has any chance of success.
Given time, people will start to err
on the side of caution, removing
innovation and initiative from the
organization culture.
5. KILL ANY SEMBLANCE
OF ACCOUNTABILITY
STEP 2
Successful organizations rely on
trust, not just within a department,
but also across roles and functions.
Managers need to trust that their
staff do their jobs while cross-
functional teams need to know
other teams will have their backs.
Remove this accountability and
nobody will commit to anything
because it's a huge risk to personal
reputations.
7. USE LOW PERFORMANCE
TO CREATE DRAG
STEP 3
Without accountability, it is
possible to accept substandard
results from low performers.
High performers will then have to
pick up the slack.
Given enough time, the high
performers will feel the drag of
pulling dead weight and staff will
eventually start to put in the bare
minimum, creating a culture of
mediocrity in the organisation.
9. CALL OUT HIGH PERFORMERS
FOR BEING TOXIC!
BONUS
But how would you deal with
ambitious fresh hires who are
eager to impress?
Ambitious fresh hires are going to
rock the boat with their high
performance.
To combat this, acknowledge their
high performance, but claim that
while productive and effective,
they're toxic to company culture
and destroying team morale.
BONUS
10. Now that you have
this knowledge, will
you be using it to
destroy or protect the
high-performance
culture in your
workplace?
WHAT'S NEXT?
Read the full article:
http://bit.ly/33wHhlE