I work in an organization where the culture is more autocratic than democratic. People here have been used to following instructions and getting their jobs done, rather than exploring their potential and asking why. I don’t think they feel fulfilled or challenged, other than bored and frustrated. We have a turnover rate around 30%, and have a hard time recruiting and retaining people. Then it turns into a bad cycle: supervisors tend to hire anyone available, work them to the maximum, and lose them.
We want to change the situation, and start with the top management, now that we still follows a traditional top-down structure. I held several meetings and conducted couple of surveys, trying to analyze the training needs and get suggestions from the managers. Not surprisingly, however, most of them were more focused on putting blames on others and complaining how inefficient their subordinates were, instead of reflecting on themselves.
Recruiting is the first step. Since we’re short-staffed, some managers would hire anyone that meets the minimum requirement of the position. They don’t care about the candidate’s personality or attitude, which in my eyes, are the key to success or failure. We tried to help them by providing a workshop on interviewing and hiring, and it did help them a bit in the short term. But in the long run, they shifted back to fill the positions rather than select the best fit.
Speaking of training, a lot of the managers mentioned the needs of training on conflict management. But when it comes to setting up a classroom training, the top management put up the first block. They want to help the managers improve their management skills, but they don’t want them to squeeze their time from day-to-day work. We are so short-staffed that the managers are doing a lot more than managing.
Promotion is another issue. Most of managers were promoted just because they were out-performers, not because they were good leaders. Plus, a lot of people, especially the managers, have been here forever, and therefore, there’s so limited room for a new hire to flourish in his/her career path.
Poor leadership, slim chance to advance, no sense of appreciation, insufficient training … all contribute to the low morale level and high turnover rate. I think it is important to change the managers’ attitude, but don’t know where to start. My supervisor suggested we start a mentoring program rather than changing the management, which in his eyes, was out of the question. A mentoring program, however, still needs the support from the management. I feel frustrated, as if I take a dead-end job. Would you please give me some suggestion? Any input would be highly appreciated. Thanks a lot!

Changing an organizational culture starts with leadership at the top. If they're aren't committed to change, it won't happen. If they aren't change leaders, you need someone with the credibility to work with them. It has to be someone they respect.

Unless you're at least a senior executive, this is really an uphill battle and you don't have any authority as ammunition.

Two quick suggestions:

1. Ask your employer to return their "Best Place to Work" award for 2007.

2. Locate nearest EXIT.

Hello,

You are in a challenging situation to say the least.

I have two suggestions from the same resource. Some people prefer the indirect story approach to addressing long term organizational issues. If this fits your situation I would suggest that you and your supervisor read the book "The Five Dysfunctions of a Team" by Patrick Lencioni. His company also conducts workshops for organizations but I am not aware of the cost involved. This may be an opportunity for upper administration to look themselves in the mirror.

My second idea is reviewing an article entitled “The Trouble with Teamwork" also by Patrick Lencioni at http://www.tablegroup.com/pat/articles/article/?id=5

This article is a summary of the main parts of his book and right to the point versus the fictional story approach. It can also help you review if your organization has any chance to accept needed positive changes.

Thanks,

Kenneth McGhee - Author

Teambuilding - Moving Beyond Teambuilding Exercises

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