Within companies or organizations there is almost always a group of trained people who represent an active engine. They are often carriers of healthy ideas, promoters of innovation, good humor and strategic vision.
Then there is another, larger group, within which most people do their work, without a push. This is the most difficult group to join or be a part of, as they often do not express their ideas. Sometimes these people do not do their work with passion, they enjoy what they do and often do it mechanically.
These are what I call walkers, people who walk without a goal, without a rhythm, without a thought about an objective and who let themselves be carried away by the currents. They are the ones who often answer that they have no responsibility and therefore cannot decide. They are neither on the side of the bad nor on the side of the good, because if they did, it would be too dangerous – it would require a reflection and the elaboration of an idea. They wait for someone to tell them what to do and they execute this mechanism perfectly. And if no one tells them what to do, they stay put, making no contribution.
The third group is that of hostages, those who murmur, those who do not like anything, and if they could, they would act differently. Those for whom the company and the manager are a disaster. In a way, I like these people, since at least it is clear what they think and how they act. Although in a negative way, we have to admit, they spend energy expressing their ideas.
And those in between, those who do not take any responsibility in daily activities, how can they be managed?
A few months ago I met the head of a company that, with great courage, decided to change more than half of the structure. Because, after an internal analysis, they noticed the lack of the necessary engine to grow and that the most proactive group was small enough to continue the growth. They realized they had hired the wrong people, without the engine of accountability needed to be active agents of change.
It is strange, when talking about people, to hear when everyone (or almost everyone) has opinions or judgments about all areas of society, but has few working hypotheses. The concrete difficulty is to succeed in finding a solution to a problem or an innovative idea that can improve everyone’s activity and make it functional.
I often wonder, during coaching sessions, what has been done to change a solution, before it becomes an insurmountable obstacle. I think that the more people we have on board, who act, or maybe even make mistakes, the more opportunities the company has to evolve. / Monitor.al
*Francesca Contardi, Managing Director of EasyHunters
Source: Il Sole 24 Ore