One of the benefits of regularly speaking to groups of bankers is gauging their reactions to questions and statements in real time. From audible comments and laughter to reaffirming glances over to their peers, it's an instantaneous survey.
In many ways, I find the instant responses and reactions of a group to be even more telling than some "official" surveys. Folks will often filter their responses in structured surveys. They wonder if it's worth raising an issue.
Most employees don't want to be seen as complainers. Many also worry that their concerns will not be well received or acted upon in the end. If that's the case, being the person who brings up an issue feels like a net loss to them.
There are fewer filters when they respond in the moment. I still recall one of my favorite instant responses a few years back. After I shared an observation about a certain thing that weakens team unity, a young woman in the back of the room raised her hand and yelled, "Church!"
After I caught my breath from laughing, I thanked her for her subtle agreement.
I've noted over the past two years that one statement and slide seems to strike nerves more than any other. That statement is, "Nothing demoralizes a good employee as quickly as seeing you tolerate a bad one."
While that statement has received knowing nods in the past, the responses over the last two years have been more animated than ever. The fact that this corresponds with one of the most puzzling labor markets most have ever experienced is likely no coincidence.
In many instances, teams have been asked to do more with less for extended periods. And while the labor shortage is not receiving the attention it did 12 months ago, lingering challenges remain.
That said, I do not believe that it's an understaffing situation that has gotten so many bankers reacting to the "tolerate a bad one" line. In personal conversations, I seldom find anyone very upset about inexperienced new hires. In fact, most folks are sympathetic and go out of their way to help new hires who need help.
Sure, there may be frustration when understaffed teams have a harder time completing their tasks due to having to teach things that would have ideally been taught before a new person is actually on the job. But, again, professionals understand that is often simply a fact of life.
When most envisage "bad" co-workers, they are seldom thinking of inexperience or even ineffectiveness. The issue that seems to consistently lower team morale involves disrespectful or unprofessional behavior being tolerated.
To be clear, good teammates understand that people have bad days, or even bad stretches of days. Part of being a good team member is offering support and/or assistance when others can use it.
It's when patterns of disrespectful behavior become habitual, yet are still tolerated by leaders, that teams often begin to pull apart. Pointing that out to managers sometimes feels silly.
Because of course leaders realize the importance of basic standards of respect and accountability, right?
And yet, it often seems to be one of the more difficult things for some to stay on top of. Team members will often not raise objections or concerns to their managers. Why would they?
They see that certain disrespectful behaviors are clear to anyone paying attention. And since it's a manager's job to pay attention, they figure theirs is either aloof, overwhelmed or simply ineffective.
Sure, they may commiserate with peers, but seldom choose to bring the matter to management.
It's often the case that a manager is simply busy, short-staffed, taking on seemingly "bigger issues" and/or figures that if anything is really troubling a team, he or she will hear about it.
So, habitually late employees continue to be habitually late, making others feel just a little foolish for worrying about being on time. The person who leaves messes in every workspace and break area continues to create extra work for others.
The co-worker who frequently says inappropriate or unprofessional things continues to upset. The obviously disengaged teammate continues to create resentment from others having to pick up the slack.
And while one-off incidents may seem inconsequential, it is often small but repeated transgressions that erode team morale.
The good news is these issues, if addressed early and often, tend to be rather easily improved. Not tolerating bad behavior does not have to mean terminating people. Far more often, basic coaching and professionally calling things to employees' attention remedies most issues.
Strive to foster, support and insist upon the most respectful workplace your employees have ever worked in. Seemingly "little" things have a big impact.
