| From the goal to increase sales to improve | | | | here and just do only what I need to do unless |
| organizational performance, there are many | | | | asked) and explorers (25% of those do their job |
| obstacles. One of the more frequent, but less | | | | and ask for more). Given that 75% of your |
| discussed is managers, small business owners or | | | | employees can be quickly enabled because of |
| C-Level executives who enable poor performance. | | | | their pre-existing attitudes suggests that this is |
| During the last couple of weeks, I have had the | | | | one behavior your management team does not |
| opportunity to speak with several individuals who | | | | want to embrace. |
| are all facing this unspoken challenge. These | | | | Enabling is one business management behavior |
| individuals want to blame a lack of work ethics for | | | | that not only affects the employee being enabled, |
| employees who fail to do what they need to do. | | | | but more importantly for those other employees |
| Yet, in many cases, these behaviors are | | | | who are doing their jobs. As the old adage goes |
| repetitive on the part of the employees. | | | | one rotten apple spoils the barrel is also true with |
| Repetitive behavior suggests poor management | | | | the rotten behavior of one employee spoiling the |
| and poor executive leadership. | | | | organizational culture or climate. |
| These business leaders believe that they are | | | | Small business owners to C-Level executives |
| caught between a rock and a hard place. With | | | | must remember that first and foremost they are |
| help being hard to find, they accept unacceptable | | | | the bosses. When they abdicate that role, chaos |
| behaviors and then employees being only human | | | | reigns. Then profitability and productivity suffer |
| take this acceptance as approval. | | | | dramatic declines. Now is the time to take action |
| Human beings quickly learn to model the behavior | | | | to ensure that by enabling your employees, you |
| that they see. Also, as employees, they are | | | | are not setting future expectations of less than |
| prisoners (25% of those who only came for the | | | | appropriate behavior. |
| paycheck), vacationers (50% of those who are | | | | |