"Correct the culture, and you'll correct the outcome." – Terry Mante
You cannot stop a leaky roof by shouting at the rain. Still, this is often how numerous managers and business leaders respond—they complain about low productivity, tardiness, and insufficient responsibility among employees without recognizing their part in fostering the same environment they criticize.
Indeed, employee indiscipline is an issue, but inadequate leadership is equally widespread—and frequently the underlying cause. For Ghanaian institutions aiming for improved work ethics and higher productivity, the necessary shift should start with those in senior positions.
Management expert Peter Drucker once aptly stated, "Culture devours strategy for breakfast." Regardless of how much planning, objectives, or sophisticated business strategies you have in place, they won’t be effective if the organizational culture is unhealthy, unclear, or stagnant.
Establish definite guidelines and adhere to them.
Staff members do not excel when expectations are ambiguous. Often, employees perform below par not due to a lack of motivation, but because they have difficulty grasping what constitutes top-tier performance. Guidelines are nebulous, key performance indicators are absent, and goals change frequently each week.
Managers need to establish clear, quantifiable, and time-limited objectives for every position. Each team member ought to understand precisely what constitutes success—and how progress toward these aims will be monitored.
Above all, leaders should adhere to their commitments. Frequent shifts in expectations or differential treatment of employees by managers can lead to uncertainty and hostility. For enhancing productivity, clear and consistent standards are essential.
Reward excellence, not familiarity
In all too many organizations, advancements and benefits are linked to loyalty rather than performance.
Friendship based on tribal ties and shared schooling frequently holds greater importance than measurable accomplishments.
This culture devalues top-performing employees and conveys to the whole company that outcomes aren't significant. Cease promoting your "boys." Begin promoting those who deliver results instead.
Leaders need to disrupt this harmful standard. It is essential for them to openly acknowledge, commend, and advance capability.
Regardless of whether it’s through wage increases, merit-based incentives, or recognition in public forums, individuals must recognize that their dedication and creativity are genuinely appreciated. When staff members feel certain that effort leads to rewards, they will be motivated to excel.
Enforce consequences every time
Discipline isn’t about yelling in conferences or criticizing during evaluations. Instead, it involves maintaining consistent repercussions. When tardiness escapes punishment, it turns into a routine behavior. Ignoring subpar performance can make it the norm. Allowing absences to go unchecked encourages more people to do the same.
Managers should realize that policies lacking consequences are merely recommendations. It is enforcement that lends strength to these guidelines.
The best leaders aren’t always autocratic—but they do maintain authority. They set clear guidelines and enforce them consistently, irrespective of who has broken the rules.
Lead by example
No violation of principles undermines discipline more swiftly than hypocrisy. You cannot enforce timeliness if you habitually show up tardy. It’s impossible to advocate for greatness while accepting your own inadequacy. Building a literary environment becomes unfeasible when those leading haven’t turned a page in ages.
In every office environment, the strongest influence on employee conduct stems from the actions of senior leadership. It falls upon managers to exemplify the principles they wish their staff to uphold: punctuality, responsibility, concentration, courtesy, and ongoing education. The vitality and atmosphere within an organization originate with its directors. An indifferent supervisor often cultivates a lackadaisical group.
Invest in your people
You can't reap what you haven't planted. A lot of employees aren't meeting expectations primarily due to inadequate training or empowerment. As roles continue to change, their abilities often remain static. Errors persist without anyone guiding them through these challenges.
Rather than lamenting inefficiencies, leadership should allocate resources towards training initiatives, seminars, consistent evaluations, and mentorship sessions. Staff members who perceive themselves as acknowledged, understood, and nurtured are inclined to evolve into the type of reliable workforce all organizations desire: forward-thinking, competent, and steadfast.
Reducing training budgets during difficult periods is shortsighted. In fact, it’s precisely in such lean times that training becomes even more essential.
Create a culture focused on outcomes, rather than justifications.
Hard work matters, yet in the corporate realm, outcomes reign supreme. Numerous groups commend individuals solely for their efforts rather than their achievements. "He gave it his all" turns into a token of compassion as timelines are missed and clients depart.
Leadership needs to change emphasis from exertion to implementation. This does not imply overlooking difficulties; rather, it involves fostering an approach centered around finding solutions.
The focus of weekly meetings ought to shift from discussing why tasks weren't completed to highlighting accomplishments, upcoming objectives, and strategies for removing obstacles. Strive for excellence as the norm rather than an anomaly; mediocrity shouldn't be seen as a secure haven.
Hire better, fire faster
Let’s face it — some people just don’t want to grow. They undermine team energy, resist feedback, and dodge accountability. Yet managers keep them because “he’s been here for years” or “we don’t want drama.” This is dangerous. One toxic or underperforming staff member can erode the morale of five others.
When an individual continually falls short of expectations despite receiving assistance, guidance, and education, it may be necessary to part ways with them. This isn’t cruel; rather, it’s responsible. Being a leader means safeguarding the organization’s values and objectives.
Conversely, the recruitment process ought to move away from emphasizing academic credentials towards evaluating an individual’s character, attitude, and willingness to learn. While skills can indeed be imparted, qualities such as honesty and reliability cannot be instilled through training.
The harsh reality: Leadership shapes the culture
When the team lacks discipline, examine the leadership. Should workers appear uninterested, consider the impact of the leader's attitude. When tasks only get completed under managerial outbursts, this signals an issue with processes rather than personnel alone. Resolving sluggish performance isn’t achieved through increased volume from management; instead, it requires improved guidance. This involves establishing a positive atmosphere, implementing robust procedures, and upholding consistent criteria.
Correct the culture, and you'll correct the outcome. It’s crucial for leaders to recognize that their role extends beyond managing duties; they are cultivating the cultural environment.
A results-oriented culture. A respectful atmosphere. An environment of high performance. Merely putting up inspirational quotes won’t resolve issues with low productivity when the workplace has a harmful or chaotic vibe. Shouting at unproductive staff members won’t change their behavior; effective leadership will be what turns things around.
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About the author
Terry Mante acts as a visionary thinker whose work through various roles such as an author, corporate trainer, management consultant, and public speaker offers both motivation and provocation for enhancing organizational worth and enabling effective individual performance. As the Chief Consultant at Terry Mante Exchange (TMX), he invites connections via social media platforms: find him on LinkedIn, Facebook, X, Instagram, Threads, and TikTok under the handle @terrymante. www.terrymante.org .
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