Usual obstacles against Positive Leadership

Obstacles against Positive Leadership

Too many managers remain passive in the face of certain negative indicators: the increase in costs related to demotivation, turnover, boron-out, burn-out, etc … (See also our article on The Disengagement Cost ). Some people are not yet aware of the losses caused by the disengagement or perhaps they fear a diffusion of power.

Here is a presentation of the various more or less legitimate obstacles (or steps) which usually stand in front of the transformation process.

Step one: Deny

“There is no structural or demotivation problem in my company. A cost of € 12,600 per year per employee? I do not face such financial losses. This is an average statistic, it does not apply to my business. We have been working like this since always, why should we change anything? “

Perhaps… in this case, you do not need to change.

But when we highlight that 80% of these costs are related to the departure of employees (intentional or forced), we generally see more clearly. Interim costs, recruitment process, training, etc. Few employees change jobs when all is well.

Step two: Resist

“These are irreducible costs, nothing can reverse the trend.”

The annual compressible share per employee is estimated to be more than € 10,000. A global survey conducted by the DDI reveals that organizations, employing world-class leaders, are 13 times more likely to surpass their competitors in key measurement criteria, such as financial growth. The quality of management strongly influences the morale and performance of the troops.

Step three: The fear of change

“More responsibility to my employees? I manage in my own way, do not want to change everything / This is not suitable for my company / One more change… This will not necessarily by welcomed by my staff. What’s the point then?”

The current economic revolution demands that we change the organizations’ vision towards greater agility and employee empowerment. It is a choice that is not within the reach of all managers. If it’s natural to be afraid of change, but it’s not a good enough reason to let your business go beyond. Change is inevitable, you will have to do it one day or the other. Better off getting benefits as soon as possible than to fall behind others.

Choose the right actor of change, a partner who can unite your teams around this improvement project.

Step four: Explore

” Where do I start ?”

Today there are support tools and efficient actors for all kinds of business and organizations. Companies can try to do it alone, but faced with the stakes and the scale of the task, it is better to follow a framework that will motivate all employees. Especially if one started by seeing the obstacles before the end.

Our tip: explore different options. Meet the actors who will accompany you in this change, ask them questions about their methods to understand what they can bring you. You must be convinced by the program or process of transformation. Some prefer to opt for a reduced program only addressed to some of their managers and trust the indirect spin-offs on employees. Others want a complete transformation of their culture towards positive leadership with more direct and therefore faster repercussions.

The key is to take the first right step: consult a professional.

Step Five: Be committed, engage people

“I want my business comes back to life, turn around indicators, regain trust of my employees, dynamism and growth. I am fully committed to transforming the culture of my company and I bring this project to all my employees. “

Congratulations and welcome to the world of positive business.

Frédéric Lambé

www.swapositive.com

SwaPositive supports companies in a sustainable transformation towards a Positive Leadership, to find the well-being at work, the confidence, the commitment and the spirit of innovation of its teams, as many vectors of growth.

As the 1st third party of Positive Leadership, SwaPositive created the Positive TEIG ™ label to measure, standardize and value the engagement of positive companies.

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