In a climate of risk and reward, no one is immune to failure, including leadership. So, what should leadership do in the wake of a blunder to help rebuild trust and set their team back on course?
Following are five examples of how to turn around staff morale after making a misstep or spurring change that leaves teams, divisions or regions in shambles, disparate and/or dispirited.
Blunder #1: Mishandling the assimilation of newly acquired or merged companies.
Inorganic growth -- through mergers and acquisitions -- must factor in assimilating the newly acquired companies and their teams within a company's own. Not doing so can result in fragmented silos operating independently from, and sometimes at odds with one another. The further result is lack of consistent processes across teams or divisions, lack of collaboration and sharing, and ultimately, faltering performance and service. This leads to dissatisfied clients and ultimately, lowered revenues and market share.
How to rebuild trust
First, perform your due diligence. Meet with stakeholders across all levels of the organization for feedback to create a unifying plan. Basing this plan on their insights will reinforce buy-in and motivation to work the plan.
Conduct a surgical strike to unearth where performance weaknesses exist, and transition ineffective leaders, managers and team members into more suitable areas of the organization or out of the company altogether. Create clear operational and quality standards that hold everyone accountable in a consistent way across the newly amalgamated entity.
Reinforce and support the newly united organization through a consistently hands-on, follow-up approach.
Blunder #2: Allowing a division or region to flounder.
Perhaps a region has been lost in the shuffle of reorganization, or focus has been shifted away to other geographic areas based on economic and marketplace changes. Maybe, even, the leadership for a particular division retired, was dismissed or was promoted, and there was a long delay before a strong replacement leader was hired.
As such, morale is low and employees feel abandoned and unable to perform at full capacity due to lack of resources and guidance. Attitudes and productivity have plummeted.
How to rebuild trust
The first step is for the leadership team to refocus their energy through hands-on interest in the region, spending time shoulder to shoulder with employees. Embrace programs and action plans, and articulate responsibilities for each individual as well as pathways to compensation and recognition. Ensure employees know what they need to accomplish to be successful.
Communicate the impact of employee achievements on the company and on their individual careers when they have achieved milestones and goals. By harnessing the power of motivation and clear, decisive leadership, demonstrating a genuine interest in employee needs, as well as empowering teams driven to produce, you can deliver best in class results.
Blunder #3: Promoting an inexperienced staff member to a leadership role ahead of others with considerably more experience and tenure can create an internal pocket of distrust and uncertainty.
How to rebuild trust
In order to quell the distrust, it is up to the newly promoted leader to prove, through actions and hard work, that they are capable and ready to assume the role. Leading by example can truly be the best antidote for these tenuous situations, allowing the team time to witness the new leader performing quality work.
As simple as it may sound, being upbeat and kind to their staff, while also demonstrating genuine enthusiasm while working alongside their team can generate positive momentum and acceptance. As well, scheduling one-on-one conversations with each staff member to discuss current and future goals and objectives will give a sense of personal attention and guidelines for moving their careers forward.
Blunder #4: Not calling out bad employee behavior diminishes other employees' trust in leadership.
How to rebuild trust
Create a culture where all employees are held accountable to core principles. When someone does not adhere; i.e., is dishonest with a customer, for example, then appropriate action should be taken. Conversely, recognizing employees when they exemplify integrity in action is a great way to fortify the value of a high-integrity environment.
Blunder #5: Allowing internal training programs to become stale.
If your curriculum is dated and so weighted in theory that your staff members, managers and executives-in-training are returning to the office uninspired and unable to execute on new ideas, then you begin to lose the trust of your key performers.
How to rebuild trust
First, show you care about your team members' growth goals by surveying them. Interview them one-on-one to discuss their dreams for advancement, and the next steps to help mentor them along the way. Of course, keep in mind how their goals meld with your company's objectives, tailoring training and executive education that meets the dual goals of both the company and the employee.
Collaborate closely with the course instructors to ensure curriculum construction wraps closely around everyone's needs and is also actionable. Avoid getting locked into consulting relationships with training organizations who tout executive education but whose programs are steeped in legacy trainers and instructors who have never had any real-world business experience.
By rebuilding your training, development and executive education programs to focus on quality, actionable outcomes with a true ROI, you can begin regaining the trust of your staff. Your teams' knowledge and abilities strengthen, which in turn reflects in performance, customer satisfaction, and ultimately revenue growth.
