Page 109 - Anne Bruce - Building A HIgh Morale Workplace (2002)

The High Price of Low Morale 89

Manager’s Toolkit

• Deal with the issues head on. If you don’t deal openly and
honestly with resistance to change and authority, it will
build and cause more serious morale issues down the
line. By addressing the issues head on, you can avoid

possible sabotage or much tougher employee problems.
• Keep in mind that someone who’s resisting change and
authority may be simply expressing negative energy that
could have nothing to do with you personally or with the
organization.

• Take time to probe and to better understand your employ-
ee’s viewpoint and feelings about the matter. Try to
uncover the real reasons for resisting management’s deci-
sions and the changes taking place. It might not be as

obvious as you think. Ask, “What’s really behind this,
John?” “Is there more to this than you’re telling me?”
“What’s the real problem you’re having, Lou?”
• Share your perceptions of these same issues as well.
Managers manage perceptions. They don’t let the percep-
tions manage them.

• Let the employee know that you appreciate his or her
feelings and are trying to understand them.
• Listen carefully and answer any questions. If you don’t
know the answers, find out. Try to find a way to work with

this person more comfortably. Focus on the person’s indi-
vidual objectives and desires, not his or her personality.
• Never argue with an employee or attempt to sell your
viewpoint. Just explain it from the heart. Let the employ-
ee know specifically how his or her actions and negative

behaviors are making you feel. Don’t get defensive.
• Acknowledge and validate concerns expressed by the
employee. Remember: most people are seeking acknowl-
edgment of their feelings and opinions more than any-

thing else.
• Deal with only one issue at a time. Address it and then
move on to the next point.