Crisis Management Experts

A very common complaint that I hear from employees is that management “doesn’t care” about them. As a matter of fact, I would say that, across industries, this is the leading complaint I receive. I’ve come to refer to this issue as the “Great Disconnect” between management and non-management groups. As it is so widespread, it certainly merits some attention.

Why is this sentiment so pervasive? Especially in an era, in which the corporate world has spent so much time and money learning how to manage people effectively? There is, of course, no one simple answer to this question. But the following are the observations that I have made, as I pass through different organizations, that may have some bearing on the issue:

1) People in the workplace are overwhelmed. In an attempt to remain competitive in an increasingly international marketplace, the workforce is “lean and mean”, and management and employees alike have huge workloads and competing priorities. Even with the best of intentions, and with awareness of the importance of attending to employee feedback and concerns, management is struggling to find the resources to do so. I have had more than one manager tell me that they “cannot do it all “…and that the squeaky wheel approach is the way that they are forced to function.

2) Management has information that they are not at liberty to share with employees, for a variety of legal, proprietary and operational reasons. Without this information, however, managerial decisions can seem arbitrary and mindless of their impact on individual employees and employee teams. This has always been a dilemma for management, and from my observations, it is still relevant today.

3) With all the seminars and trainings in the world, it is still very difficult to be an effective manager! To negotiate relationships well, managers must reach a level of comfort with themselves that can sufficiently “hold” even when under stress. This is not a small accomplishment for most human beings, under any circumstances. Managers must also establish a level of rapport with their employees, which facilitates a productive communication flow. The larger the number of people one supervises, the more exponentially difficult this can become.

The “Great Disconnect” can be bridged, but requires in-depth study of the issues as well as the careful development of strategies over time. The solutions must also be ones that can practically be applied within the specific industry, and with the specific managers and employees involved. In my view, the popularity of coaching and team building is testimony to the need for such customized solutions and hands-on assistance in operationalizing them.

What’s been your experience with the “Great Disconnect”?