Organizations: Beware!
Organizations reflect two sides of a continuous state of tension: the leadership style (vision, mission, goals, etc.), and the culture (execution, behaviors, attitudes, etc.). Both sides are accountable for results towards different stakeholders.
In these complex systems, many things can derail performance and success. It’s in everyone’s interest to create mechanisms that alert, identify and, hopefully, resolve any issues affecting the desired outcomes.
An example: An invitation to deliver a project came to me. This is at the end of an entire process where one business unit leads the client negotiations and definition of terms. Once an agreement is reached, another area plans and allocates resources. Finally, I get to decide if I want to join or not.
I had to decline. In my opinion, the project was riddled with complications in the logistics, schedule, deliverables, and compensation. I provided suggestions to find accommodation for all sides. My proposal was rejected, with no clear explanations.
This wasn’t the first time. Why are we having such a different view of what the customers’ needs and measured satisfaction should look like? In reviewing this, I found at least three “red flags” that organizations and leaders should take note of:
- Recurrent Discrepancies: if there is a pattern of disagreements, misunderstandings, or inability to fulfill a mandate where everyone feels represented, this should be addressed. In larger and more complex organizations, cooperation across all areas should be the norm.
- Imbalance of Power: if a single department or business unit can override any other stakeholders’ suggestions or contributions, the outcomes of any collective process will be less than satisfactory.
- Front-Line Exclusion: in any product or service delivery there are front-line, client-facing roles that should be involved not only at the last stage of delivery but throughout design, negotiations, and closing.
In the first two issues, the culture may be rewarding competitive vs. collaborative behaviors. This is notable in larger and more complex organizations, particularly if the leaders are somewhat removed from the daily grind.
The last one, however, is most troubling for me. Whether you are a customer-centric, employee-centric, or purely a profit-centric organization, -not- relying on those who you trust to deliver the product, service, and customer experience is a major risk.
In many of the travel and tourism industries (airlines, airports, hotels, etc.), front-line contributors spend more time with customers and the brand proposition, than any mid and senior-level leaders. Their input and feedback should be highly valued.
The reality is almost always the opposite. Not only is their perspective largely ignored, but their incentives and opportunities to be engaged are also marginal.
Failing to involve front-line contributors throughout the process limits their potential growth and undermines the overall quality of outcomes. Their exclusion perpetuates a disconnect between decision-makers and the realities faced by those interacting directly with clients.
This gap can lead to misguided strategies, inadequate solutions, and suboptimal customer experiences.
Front-line inclusion empowers these vital team members to share their knowledge, insights, and suggestions. It encourages open dialogue, promotes innovation, and enhances problem-solving capabilities.
Moreover, it cultivates a sense of ownership and engagement among front-line contributors, resulting in improved morale, motivation, and job satisfaction.
Leaders who embrace front-line inclusion demonstrate a commitment to a results-centric culture and delivering exceptional experiences.
By leveraging the wealth of expertise within their organization and integrating front-line perspectives, leaders can drive positive change, enhance client satisfaction, and achieve sustainable success.
Are you experiencing front-line exclusion, or any other “red flags” in your organization? Let’s have a conversation. Solutions are readily available!