Tag Archives: management

Toxic Workplace

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The tragic death of a 26-year-old CA employee at the EY office in Pune has sparked a massive outrage on social media, forcing government authorities and the National Council for Women to investigate the matter. Unfortunately, the EY India Head’s immediate response reveals a hard-nosed mindset. ‘There is no doubt that each one has to work hard. EY employs 1,00,000 people. She was allotted work like any other employee. We don’t think that work pressure could have claimed her life.’

This cold, distant, unempathetic, transactional management style of managing human resources (which doesn’t sit well with Indian culture) can be traced back to Jack Welch- the celebrity CEO of the Iconic General Electric. He is the guy who reduced human resources to ‘Cost to Company.’  This much-feted Management guru boasted of massive lay-offs on prime TV. Cost-cutting became the buzzword. Just over two decades after his exit, GE is not the brand it was. Some of his devotees moved to Boeing and have virtually grounded the Company. The demise of the 158-year-old Lehmann Bros in 2008 was due to the extreme hustle culture fostered by the CEO. Numbers, Numbers, Numbers!!!  As I write this blog, the Sick Leaves at the Tesla German plants are at a staggering 17%. Mainly Monday Blues. Cautionary tales.

Two other real-life cases highlight the pervading toxicity at workplaces. A young cyber-security professional I knew with an IT major in Pune was brusquely summoned to the office despite having a high fever. The Boss wanted to meet the team. Nothing of substance was discussed. The same evening, the tests revealed Dengue, and he had to be hospitalized. He continued with the company for another year only because family commitments needed to be addressed. Now, he works as a head of cybersecurity for a global IT company in Seattle, USA. He is also a respected ethical hacker on the US Cyber Authorities panel.

In another scary case told to me by friends in another firm, a middle-aged VP of Marketing got a humiliating dressing down at a virtual meeting called by his boss with many of his team members also linked in. Otherwise, a consistent performer, he and his team missed the half-yearly targets. At night, he developed severe chest pain and was rushed to the hospital by his wife and neighbours: a sudden heart attack and 7 days in the ICU. Months later, when I met him, he had changed jobs but looked like a pale shadow of his former fit, smiling self.

So why do the Jack Welch dogmas enamour so many corporate honchos? The gruelling boot camp culture is designed for and compatible with the Armed and para-military forces. Where hierarchies are clearly defined, orders must be obeyed & followed. In the life-and-death situations of war and combat and terror strikes, such a system makes ample sense.

Through the lens of some in top management, the competitive marketplace is another battlefield. Profits, Market Share, and Brand Value are the holy trinity. The Board breathes down their necks. The corner cabin can become a lonely place and a little bit overwhelming. So, the pressure is downloaded down the line.

Reviews, Analysis, Plans and Targets are the recurrent themes. This is the easy option. There is no time or bandwidth for authentic leadership, effective communication, collaboration, team building and problem-solving. After all, they are employees and are paid well to do the hard work. Period. Even if, at times, employees sadly morph into human targets. Onboarding and orientation sessions are mandatory- but not well-designed, curated or managed. However, the management takeaway is that since the employees have undergone such training, there is no need for actual on-the-job mentorship and hand-holding.

A constant refrain is that team members on the frontline, new entrants or even some in the middle management are not taking Ownership of their roles and responsibilities. It’s also said that the younger generation is not up to the grind- for example, it does not want to take sales roles. But do the senior echelons reach out to them, converse and engage with them and most importantly, mentor them? The youngsters will show what they are capable of and rise to the occasion or fall short of expectations. Some of them are unaware of their work profile or what is expected from them. It’s possible that the younger generation values work-life balance. It’s also likely that some have not worked out their career paths. Yes, sincere, focused work is non-negotiable, and the shirkers & slackers ( Kaam Chor) will be shown the door. Employees will be expected to even punch above their weight. No free lunches! Zero tolerance for inappropriate behaviour and unethical conduct. The lines can be clearly drawn..However, it is imperative that senior school and especially college students be given regular doses of Resilience to help them navigate well in tough situations.

It’s disappointing that the number of hours logged seems to be the main criterion for judging performance or employee loyalty. 11–12-hour workdays and being the last to leave the office are like a badge of honour. Whether these hours have been productive in terms of quality or useful work is anyone’s guess. Responding to work emails and messages at midnight seems to demonstrate the employees’ level of commitment. Simply put, workaholism is a disease. It will take its toll.

Then, there is this growing breed of Quiet Quitters. Fed up with the pressure cooker atmosphere and fearing burn-out, this detached group works quietly under the radar, doing only as much as they have to.

We also have some corporate leaders rejoicing at the prospect of AI, BOTS, Robots, Apps, ChatGPT taking over human jobs and performing them much more efficiently and with no fuss. No frustration, no fatigue of managing the unpredictable Homo Sapiens.

As she/he climbs the corporate ladder, one assumes they will become more leaders and less managerial. But the fetish for micro-management and control continues. In some of the Companies, I am aware that even senior managers don’t have the autonomy to decide & discuss, work and deliver. The mantra for sound, sustainable and consistent business results is simple. A healthy work environment breeds higher productivity and focus. Collaboration fosters team spirit and synergy. For the Boss, the team down the line becomes the Ear to the Ground. Market Intelligence, Opportunities, Challenges, and Solutions are all channelled up to her/him for a considered decision. The happy dressing room culture Rahul Dravid and Rohit Sharma created speaks for itself. The pressure of representing India on the cricket field is immense. However, even after the heartbreak of losing the ODI WC final last year after a 10-match winning streak, the Men in Blue brought home the T20 WC earlier this year. Early days yet, but hopefully the Gambhir-Rohit combine will take The Men in Blue from strength to strength.

All Companies have a Vision and mission statement to encapsulate what they stand for. Typically, it is about protecting and enhancing the shareholder’s interests and profits, providing the best products or services to the customers, and being the preferred place to work for an employee. If quality attention is given to employee wellbeing, it will pay good dividends for both the shareholders and the customers.

The HR Vertical or Human Resources Department is a critical component of any corporation. The primary function of HR is good recruitment practices and fostering employee well-being and bonding. As part of the business strategy, HR can mobilise a trained, committed workforce for the C Suite to leverage and deliver the business results the Board desires. Sadly, in many companies, HR is taking a backseat and presumably does not want to rock the boat.HR becomes visible only through its usual calendar of activities on festivals and events.

I got intriguing feedback from a friend in an established placement firm that even senior professionals and CXOs are scrutinizing potential employers for toxic work cultures and are even turning down lucrative offers if they see red flags. The red flags are familiar but worth elaborating on: the command-and-control structure, lack of work autonomy, frequent changes in role and reporting, excessive office politics, and poor work-life balance.

The rising awareness of mental health issues and the importance of workplace wellbeing should resonate with corporate leaders & in the Boardrooms. The collateral damage is immense. An employee who logs in 10 hours of work daily is probably commuting to and from work for a few hours. A significant part of her/his life plays out at the Office. A frustrated employee is bound to unleash his/her angst at home with the family. Or seek refuge in alcohol, tobacco and even drugs. I remember a poignant moment when I visited the home of a friend whose job did not offer work-life boundaries. Indeed, he was busy on weekends also. His teenage son told me that his father had become a stranger. The Bosses in control should also take a moment to reflect that they, themselves, are also human beings and have other roles and responsibilities. They cannot switch on or off at will. The physical and mental scars will emerge- side effects of the relentless, controlling and even aloof style of leadership opted for.

Let me end on a positive note. His large team dreaded the COO of a corporate client of mine because of his ruthless approach. He was also known for publicly disrespecting even senior team members. He took a month’s break for Vipassana, Yoga and Meditation and returned as a refreshingly changed person.  His direct reports told me he had become more understanding and supportive. When I met him, he smiled and said he had discovered a better version of himself.

Some organisations and several leaders earnestly believe that leadership can be firm but fair- and they consistently perform well. They seem to be outliers, bucking a growing trend. In some large corporates, we find a strange mix of leadership styles, with some respected leaders having employees queuing up to work with them.

Hence, all that is required is for some influential CEOs and CXOs across industries to step up and say enough is enough. Let’s strive for the best possible and realistic balance that creates a Win-Win-Win for all the stakeholders. Leadership will be firm but fair. The pendulum will swing back nearer the middle. Leave the rest to the Ripple Effect phenomenon.

Management Lessons from the Sports Field

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Think over these phrases. ‘Hitting the targets’, ‘achieving the goals’, ‘passing the baton’, ‘ knock it out of the park’, ‘ ball in their court’, ‘run the last mile’. All part of the sporting lexicon. Also commonly found in management jargon and vocabulary.

There is a lot that sports can bring to the Management space. Valuable lessons for corporates, institutions, government bodies, colleges and even organisations like political parties. These examples resonate as they connect to hearts and minds and are out there for all to experience.

Institutional culture flows from the top. Coach, Manager, Captain. CEO, CXO, Manager. Take the case of Greg Chappell, Head cricket coach for the Indian team for 2 turbulent years till the ignominious exit at the World Cup 2007. Tendulkar writes in his book, “Greg was like a ringmaster who imposed his ideas on the players without showing any signs of being concerned about whether they felt comfortable or not.” In many entities also, the leader seeks to remould the team in his/her own image. No reaching out. Few consultations. Just top to down orders.  A recipe for disaster.

Let’s turn to Liverpool, the current EPL champions after a 30 year wait. They also won the European Championship last year. Here’s what Mo Salah, their star forward, has to say about the Manager-Jurgen Klopp, ‘He always wants to do his best for the team. To make everyone smile and be happy. Which means every player wants to give 100% for him.’ There it is. A management lesson in a nutshell.

Rewind to the famous Ashes series of 1981. England under Ian Botham had not won even one of the previous 12 Tests. Enter Brearley as captain. An awkward and challenging situation, right! He brings out the best in the players to lift the Urn and Botham owns the series. As Rodney Hogg, the Aussie fast bowler, remarked in admiration, “He (Brearley) has a degree in people.” Do corporate leaders have any time for people skills? Do they listen?  Bond with their team? Cheer wins? Have their backs when things do not work out? A good work environment breeds good results.

Team bonding exercises are a yearly ritual in corporate life. But camaraderie and trust takes time to build. Collaboration does not happen overnight. Where is the patience and vision to invest in team spirit?  Although the dividends will be rich and consistent. To appreciate team spirit log in to the careers of Michael Jordan and Lionel Messi. True team players. Not larger than the team. MJ has averaged an incredible 30 points and 5.3 assists per game over his basketball career. Messi has a 70:30 ratio in his 1000 goals football score card. (Assist is passing the ball to a teammate in a way that leads to a score or goal).

‘The Last Dance’ portrays the Chicago Bulls winning streak in the NBA championships in the 90’s. 1998 was their last hurrah as champions. What happened? The GM, Jerry Krause, had a grouse with the Coach, Phil Jackson. MJ and Phil and the team were getting too much credit. The CB organisation deserved the plaudits. With a compliant owner in his corner, the GM dismantled the team. Players became free agents, were traded or retired like MJ did. Since then the Chicago Bulls have disappeared into the shadows. Sounds familiar? In the corporate world, the work force is often taken for granted. Cost to Company. Dispensable. Not an important stake-holder in the growth and success. Further, how many organisations have suffered because of internal ego clashes and politics. Finally, change for the sake of change is not a good idea, especially when things are going well.

Managers tend to come down hard on failures. Tongue or mail lashing is the norm even if the recipient has had a good track-record. A poor appraisal can derail the career or destroy the morale. One below-par year can even shut down an office. The Brazilian footballer Ronaldo won the Golden Boot at FIFA 1998. But the red hot favourites lost to the hosts France in the final where the star player did little of consequence. This could have haunted him for the rest of his life. An albatross around his neck! But the powers that be in his home nation reposed their faith in him and built a very talented squad around him. This vote of confidence- despite him coming out of injury just months before the gala event- the WC 2002. He repaid that belief in him and how! Two striking goals in the finals against Germany. The Golden Boot award was his again for his 8 goals in the tournament. But this was just the icing on the cake. Brazil were the champions again.

Mentoring is an aspect of management which is largely ignored. S/he becomes the guru for the younger members and the freshers to take them through the paces. All do not need hand-holding or supervision. Some just require the occasional advice and appreciation to keep them going. Acknowledgement of good work is the key. Credit be given where it is due. Even small wins be celebrated to keep the environment humming. P Gopichand is not just a badminton coach but a mentor. He is a task-master but also a pillar of support. Hence, Saina Nahiwal comes back to the Academy after leaving for a year in 2016. PV Sindhu continues to make badminton headlines. Two world beaters trained and nurtured for many years. But Gopi has carved out separate spaces for them to thrive.

Sports also guides us on how and where to scout for the right talent. In India, the long ostracised Bhil tribals are now major hopes for an Olympic gold medal in archery. Small town cricketers have shown that they have what it takes to reach the top. Corporate chiefs should pay heed. They should also look beyond the prime college campuses. Look out for ‘the fire in the belly’ candidates albeit with modest qualifications. They will bring value to the Boardroom table.

They can also take a leaf out of Paralympic Sports. Multi-sports events for athletes with physical disabilities and intellectual impairments. Surely, some workstations can be found to give the blind and the deaf and the physically handicapped a start in their work-life.

At many companies, there is a generalised approach to training and orientation. Everyone goes through the same stuff at some stage. Let’s bring in Usain Bolt, the 100/200 metres champion. He has never run a mile in his life, even in training. The sprinters’ focus is all about speed and muscle. The 90 mins daily gym workout, the nutrition and diet regimes and the speed dashes are carefully calibrated to achieve this. Endurance tests are for the long distance runners. L&D (learning & development) can experiment with need-to-know basis modules. Plus Upskilling courses to meet market expectations and needs. Specialised sessions to keep the line experts sharp. Most of all organise more workshops to develop soft skills and leadership proficiency.

Federer and Nadal. The fiercest rivalry ever in tennis. The Grand Slam encounters were virtually battlegrounds. But out of court, their respect for each other is heart-warming. Their aura as role-models goes well beyond their sport. What makes a Company an enduring brand? When all the bases are covered. There is respect and trust from the customers, vendors, employees, share-holders and the market at large.

Some cricketing nuggets for the Managers to chew on. Clive Lloyd’s team were humiliated by the Aussies on the 74-75 tour at the hands of Lillee and Thompson. The Captain resolved to fight pace with more pace, fire-power with greater fire-power. Thus started the assembly line of great fast bowlers. The Windies dominated the turf from the late 70’s till the early 90’s. Like Lloyd, companies can chose to do what major competition is doing. Only do it much better.

Sri Lanka were the proverbial minnows in cricket. Till they won the 1996 World Cup. The openers Jayasuriya and Kaluwitharana attacked from the word go taking advantage of the fielding restrictions in the first 15 overs. Cricket logic had been turned on its head. This success formula soon had other successful imitators. The disruptive strategy of the Lankan captain, Ranatunga, also has its takers in the corporate world. Technological innovation which upends the game in say customer service deliverables. Or Product positioning. FMCG companies discovered the brisk uptake in small-town India when their prime shampoos were marketed in affordable sachets and pouches.

HR becoming a part of business strategy. Horses for courses. The right people in the right places. Consider reading the pitch to decide the team composition. Whether to play with 4 quicks or 2 spinners or with 6 batsmen, or else, different players for different formats- T 20 or Tests?

The Fosbury flop which won the American athlete Dick Fosbury the high –jump gold at the 1968 Olympics revolutionised the technique. A straight approach, twisting on take-off, going over heads first with the back to the bar. Not the scissors cut or straddle or the western roll. “The physics of the FLOP allowed the athlete to bend the back around the bar at the peak and clearing the bar whist the centre of mass travelled under the bar ‘’ says a Stanford Education study. All the elite jumpers now use this innovative backward style. Corporates have to innovate to stay relevant and ahead of the relentless competition. They are finding ways of raising the bar and clearing it.

Analytics.  E-Commerce firms are already putting it to great use for customer profiling and figuring out buying patterns.  Others are playing catch-up for cross-sell and up-sell opportunities and understanding the market dynamics better. At top level sports, analytics is a must and pros travel with the teams. They have to keep a tab on rival teams. Check-out tactics, evaluate the strengths and weaknesses of the opponents. Focus on neutralising the key players. In hockey, the goal keeper studies the kinematics (the ball movements) of the penalty corner conversions of the other team. The batter in baseball pores over videos on how to decode the curveball or slider from the pitcher. In business, analytics helps to stay a step ahead of the competition and have more clarity on the way forward. Additionally, the company can reinforce its position by adopting the good practices of other peer companies.

Sports offers both inspiration and guidance to the management fraternity. Our work lives would be much better if those in a position of power and influence imbibe the lessons from the Sports fields.

The Corporate Quicksand

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The Corporate World- swanky glass-fronted buildings, CCTV’s and security guards, luxury cars and SUV’s gracing the parking lot. Marquee IT companies, big name consulting, MNC & Indian private sector banks and insurance companies, sprawling industrial complexes and OEM’s. The Aura and Smell of Success. Ticking all the boxes in the corporate report card- stock prices, market share, profits and branding.

What about the employees who inhabit this world, especially at the middle-management and junior levels. Obviously revelling in their success, thanking their stars and counting their blessings, right? Not quite. There is some starkness behind all the glitter.

Even a few years ago, corporate culture was reflected by a Mission statement. To be the trusted partner for customers: the preferred employer for employees: to protect and advance the interests of the shareholders. Some sense of balance was achieved for all stakeholders and this profoundly influenced the work environment.

Yes, the promoters have invested money in the business and expect a good ROI. They are not here for charity. But the pendulum has swung so much that it is now all about enriching the share-holders. In a competitive market, the customers do figure prominently in the narrative. But it is the employee who actually makes things happen on the ground who lurks insecurely in the shadows. Pause. Some may shrug and say change is inevitable as the Corporate grows big.

It is the time of hands-off Management. Targets are assigned for the various business verticals. Monitoring is done on a daily basis. It is common to get WhatsApp messages at 10 pm at night demanding the day’s results. Workdays are structured around review meetings , con-calls and video-conferencing. There is a cascading effect of pressure on the front-line team. They become the TARGET. The language used can be colourful and intimidating. The middle level executives off-load on them after getting roasted by their bosses.

Perhaps People Management is now looked upon as a weakness. An unproductive area to invest time and energy in. They are being paid well and are expected to deliver always. Never mind that it is these people who have strived to build the brand, joined in the daily grind to ensure the Company’s success. Of course, no Company or even an office can afford to carry dead-weights. The inefficient and the incompetent, the trouble-maker or the unethical will have to go. All this, in the context of normal times.

Listening is no longer the norm. It is a one-way traffic down the line. Not so long ago, leaders used to tap into the ground realities. Find time even for a fresher employee. Go on joint calls. Discuss problems. Find solutions. Encourage. Motivate. Be there during difficult times. Leaders have now mutated into Bosses. They take their cue from the top man and nobody wants to step out of line. Voices of Reason have been drowned out by the noise and rattle of this passing bandwagon. Except the inner coterie, no one knows when their time has come. It is a Catch-22 situation. It definitely gnaws at the souls of the well-meaning professionals.

Where everything is reduced to hard-nosed business numbers, politics and sycophancy thrive. Reliable sources told me about an organisation where the top honcho liked to be addressed as the Supreme Leader or the Great Leader in mails and adulatory speeches. Even PPTs made by the senior management were buttressed with his quotes. Shades of North Korea, what? The world is really getting smaller.

There are Bosses who openly take pride in being ruthless. Survival of the Fittest. Any wonder, that the survival instinct kicks in? As the old nursery rhyme goes, “Yes Sir, Yes Sir, three bags full Sir.” The good men and women within an organisation who are still respected and can make a difference have also thrown in the towel, for now. Their energy has been sapped. They cannot take on the System. The days of think tanks and brainstorming on good ideas and initiatives have long gone. And the sad thought is that many youngsters imbibe these trends and attributes as the lessons of management.

Employee No. XXX has to reach office before the appointed hour. Out-Time is very flexible especially if you are saddled with a bad-boss or are down the food-chain. Not good for your professional health if the Chief thinks of you as a work-shirker. Including travel time, many spend a good 12 hours plus on the job. Add business tours and travels. With very little quality time for family and friends, work-life balance has been reduced to the classic corporate Lip Service. Stress at work plus less time with family makes for a toxic mix. Kids can easily grow up as strangers and it takes a heavy toll on a normal married life.

A fair number of such workers pride themselves on being workaholics. Sincere, dedicated- with whole-hearted involvement. But workaholism is a disease, an addiction which does a lot of harm to the individual. Other than the bad impact of Stress on health, this misled person can never evolve or grow- missing out on many slices and joys of life. Dr Abdul Kalam’s observation is pertinent for the current corporate climate, “Love your job but don’t love your company because you may not know when your company stops loving you.”

Some of the more savvy Corporates are tinkering around without rocking the boat. One hears of good initiatives like mandatory leaves, work from home facilities, cultural events, yoga sessions and the like. But the broader narrative remains unchanged. Monday Blues have become very common. Enjoying work – a disappearing experience. Things have become very clinical and mechanical, impersonal and a tad cold. It is all about NUMBERS. The human touch has been lost.

The advent of technology, innovation and disruption has added to the woes and the grim picture. We have to accept the inevitable. Technology will reduce costs significantly and bring efficiency and convenience of service delivery. The customer also stands to benefit. AI, Bots and Blockchain will dramatically change many of the routine operational processes across industries. But the manner in which some Industry Chieftans, whose words matter, are projecting it is both immature and insensitive with no regard to the collateral damage. Use and throw. The thousands who contributed to making a Company a brand are reaching their shelf-life. No plan B, no up-skilling, no re-deployment, no re-structuring. Tough times ahead. However, the Board is only fixated on market share, valuation and profits. Not on the Greater Good. Not on adding the blessings of their own team to the Balance Sheet.

I remain optimistic that the pendulum will swing back. Good Sense will prevail. Creative CEO’s and CXO’s will buck the trend and revive the balance and fairness embodied in the Mission Statement triangle referred to earlier. Also, a Salute to the few who are not scrambling onto this gravy train. The OUTLIERS. Who continue to acknowledge the contributions of their Team Members. Knowing that a good work environment itself guarantees productivity, consistent results and success.

But for now it’s SHOW ME THE MONEY. Surely a big consulting firm can be persuaded to bestow on the Company- “The Best Company to Work For” Award.