The trust deficit that leads to workplace dysfunction
The following contribution is from Andrew Hill who is a senior business writer at the FT and consulting editor of FT Live. He has been management editor, City magazine editor, financial editor and comment and analysis editor. He is the author of Leadership in the Headlines (2016), a collection of his columns, and Ruskinland (2019), about the lasting influence of Victorian thinker John Ruskin. He joined the FT in 1988 and has also worked as New York bureau chief, foreign news editor and correspondent in Brussels and Milan.
Andrew was named Business Commentator of the Year at the 2016 Comment Awards and Commentator of the Year at the 2009 Business Journalist of the Year Awards, where he also received a Decade of Excellence award.
A new novel exposes the plight of part-time workers while introducing some valuable lessons about management
To research her latest novel, Adelle Waldman took a part-time job unloading and placing merchandise on shelves at a large American retail chain in the early hours of the morning. In the book, Help Wanted, the team is called “Movement,” the result of an all-too-plausible, consultant-led internal rebranding of the team’s former title of “Logistics.”
Barack Obama included her novel on his summer reading list, so Waldman is probably a little further from seeking out a temporary job in retail to make ends meet, as many of her characters have to. But as she noted in a New York Times essay in February, precarious part-time work is not an option for most. “It has become ubiquitous in certain predominantly low-wage sectors of the economy [and] many workers can’t find full-time alternatives.”
Help Wanted, which Waldman dedicates “to all retail workers”
Should be read in its own right as a funny and moving work of fiction (and if you haven’t read it yet, expect spoilers here).
But at the risk of making up for the Obama effect by calling it a management book, I also recommend it for its insights into leadership, motivation, the hidden world of work, and the disintegration of some of the certainties of the American economy.
At times, it reads like a fictional mashup of Janesville, Amy Goldstein’s excellent account of the repercussions of a General Motors plant closing in a Wisconsin community, and MIT professor Zeynep Ton’s research (most recently in her book The Case for Good Jobs) on how to improve worker happiness and productivity.
Help Wanted begins with popular store manager Big Will about to be promoted
Hated Movement boss Meredith could replace him, if she weren’t so bad at her job. The team members hatch a plan to praise her, on the basis that the higher she rises, the less trouble she can cause them. The conspiracy sets off a chain reaction of unintended consequences.
As an anatomy of chaotic corporate decision-making, Help Wanted is highly credible. In almost every workplace, the true motives of individual staff members are rarely visible, rumors and gossip abound, and bosses are largely in the dark.
How might managers better manage this chaos?
“Radical candour” was once touted as a solution, but even where it once prevailed it has proven difficult to maintain. For example, the hedge fund Bridgewater Associates has admitted that frank feedback used to flow mainly from the top down.
Netflix has recently toned down its own transparency edict, which had become harder to enforce as it grew. The streaming company has also championed “dispersed decision-making,” in which everyone has the discretion and ability to take responsibility.
A similar suggestion underpins Zeynep Ton’s “good jobs” system, developed through her work with retailers such as Costco, Spain’s Mercadona and, most recently, Walmart. Part of the approach he advocates is encouraging staff to come up with ideas for improvement.
Waldman’s novel conveys a faint, but positive, message about the power of purpose at work. Its epigraph comes from George Eliot’s Daniel Deronda: “What makes life dull is the lack of motivation.”
In small ways, all the workers at Movement seek intrinsic motivation in their low-paying jobs, whether by turning unpacking the truck into a performance or folding laundry “as precisely as origami.”
But they have no more control of their destiny than the fearful ad agency employees awaiting the axe in Joshua Ferris’s excellent 2007 office novel Then We Came To The End.
Managers unaware of their staff’s knowledge
In many real-life workplaces, such as in Help Wanted, managers do not know enough about their subordinates’ skills and knowledge to have the confidence to delegate decision-making. Lack of confidence and wilful blindness prevent them from spotting, let alone tapping into, their team’s latent potential.
The Movement team gets sporadically excited about finding alternative solutions to shop-floor problems that only they can see.
Their commitment to the twisted plot to get Meredith promoted brings them to life. But when one of the shop group’s leaders suddenly guesses what the workers have been planning, she dismisses the idea: “She squints: ‘Can they think that far ahead? ’”
The impact of self-confidence (or lack thereof) on workplace dynamics
The following contribution is from Marcin Majka who defines himself as follows: “I hold a PhD in Theoretical Physics and Medical Physics, obtained at the Institute of Nuclear Physics of the Polish Academy of Sciences and at the University of Ferrara in Italy, respectively. I currently work as an IT project manager, focusing on data analysis and processing. In addition, I conduct lectures and trainings on people and project management. I have 15 years of experience in data analysis, with the last 7 years specifically in machine learning. I have written or contributed to over 300 scientific and popular science publications, and my research focuses mainly on physics, sound physiology, and modeling of diseases affecting the human cardiovascular system. In my spare time, I promote science, delve into business analysis, assess investment risks, and explore market trends.”
In the complex web of organizational success, the role of the manager is fundamental. A manager’s self-confidence, or lack thereof, can reverberate throughout the workplace, influencing team morale, productivity, and the overall health of the organization.
In this article, we delve into the profound impact a manager’s level of self-confidence can have on individual and collective performance.
Leadership and Decision Making
A manager with high self-confidence tends to make decisions more quickly. This is because confidence instills trust in one’s own judgment and abilities, allowing for a quicker assessment of situations and options.
Confidence allows a manager to navigate uncertain or ambiguous situations with a sense of security. This decision can be critical, especially in fast-paced work environments where quick decisions are often necessary.
A manager who lacks self-confidence may experience hesitation and analysis paralysis when faced with decision-making.
Fear of making the wrong decision can lead to overthinking, procrastination, and a reluctance to commit to a certain course of action.
Team members can sense when a leader is hesitant. This perception can erode trust and create an atmosphere of uncertainty, affecting overall team dynamics.
Confidence is closely related to trust. A manager who exudes confidence is more likely to earn the trust of team members, as they perceive the leader as capable and trustworthy. Trust in leadership fosters team alignment. When team members have confidence in their manager’s decision-making abilities, they are more likely to rally behind those decisions and work cohesively to achieve shared goals.
Confident leaders are better positioned to evaluate the outcomes of their decisions objectively.
Even if a decision leads to challenges or setbacks, a confident manager is more likely to learn from the experience and adapt strategies accordingly.
Confidence contributes to resilience. Managers who believe in their ability to meet challenges are more likely to lead their teams through setbacks with resilience and determination.
When organizational changes are needed, a confident manager can communicate and implement these changes effectively. Confidence helps convey a sense of purpose and direction during transitions.
In the face of resistance to change, a confident manager can address concerns and guide the team through the process, mitigating resistance and fostering a smoother transition.
Team Motivation and Morale
A manager’s confidence can serve as a powerful source of inspiration for the team. When team members see a leader who believes in their abilities and the team’s potential, it fosters a positive and motivated work environment.
Confidence sets the tone for the team’s collective mindset. A confident manager communicates a sense of optimism and belief in the team’s ability to overcome challenges and achieve goals.
A manager who struggles with self-doubt
may inadvertently convey a lack of faith in the team’s capabilities. This can lead to decreased morale as team members may question their own abilities and the team’s overall direction.
Uncertainty and lingering doubts can contribute to a negative environment, in which team members feel discouraged, leading to lower collaboration and productivity.
Confidence Builds Trust
Team members are more likely to trust a manager who exudes confidence, believing that their leader has a clear vision and the competence to effectively guide the team. A confident manager fosters a sense of rapport and cohesion within the team. This unity is essential for effective collaboration and the achievement of collective goals.
A confident manager is more likely to recognize and appreciate the contributions of team members
This recognition boosts morale, reinforcing the idea that individual efforts are valued and integral to the team’s success. Positive recognition from a confident leader creates a feedback loop, encouraging team members to strive for excellence and contributing to a culture of continuous improvement.
When faced with challenges, a confident manager acts as a firm anchor for the team. Confidence instills a sense of security that the team can overcome obstacles, promoting resilience and a proactive approach to problem solving.
A confident leader motivates the team even in difficult times, reinforcing the belief that challenges are opportunities for growth and learning.
Confident managers are more likely to delegate responsibilities and empower team members.
This empowerment contributes to individual development and improves the team’s overall capabilities. A manager’s confidence in the team’s potential encourages people to take on challenges, learn new skills, and proactively contribute to their professional development and the team’s collective growth.
Communication Breakdowns
A confident manager is able to articulate expectations clearly and effectively. This clarity ensures that team members understand their roles, responsibilities, and the overall goals, reducing the likelihood of misunderstandings.
Confidence fosters open communication. A confident manager is more likely to share information transparently, which promotes a culture of honesty and trust within the team.
A manager who lacks self-confidence may struggle to express ideas clearly. This difficulty can lead to vague communication, making it difficult for team members to understand the manager’s vision or expectations. Uncertain communication increases the risk of misinterpretation and confusion. Team members may receive mixed signals or incomplete information, leading to errors, rework, and frustration.
Confident managers are better equipped to provide constructive feedback. They can address positive and negative aspects of performance with clarity, offering guidance for improvement without causing undue stress or confusion.
A manager who struggles with insecurity may hesitate to provide timely, constructive feedback.
This hesitation can hinder individual development and impede overall team progress.
Confidence enables a manager to proactively address problems. A confident leader can identify and address challenges before they escalate, maintaining a positive, solution-oriented work environment.
A manager with low self-confidence may avoid addressing problems or conflicts, allowing them to fester and negatively impact team dynamics. This avoidance can lead to a toxic work environment and hinder overall productivity.
Confident managers encourage open communication
Team members feel more comfortable expressing their ideas, concerns, and suggestions when they perceive their manager to be approachable and responsive.
Trust contributes to the creation of a supportive communication environment. Team members are more likely to collaborate, share ideas, and contribute to discussions when they feel their input is valued and respected.
Trust enhances perceptions of trustworthiness
Team members are more likely to trust a manager who communicates confidently, believing the information provided is reliable and accurate.
Uncertain communication erodes trust. Team members may question the credibility of information and hesitate to rely on their manager for guidance, which impacts overall trust within the team.
Risk aversion
Trust is often linked to a willingness to take calculated risks. Confident managers are more inclined to explore innovative approaches, experiment with new ideas, and embrace strategic initiatives that can lead to organizational growth.
A confident leader recognizes the importance of adapting to a dynamic business environment. This adaptability involves taking risks, whether in the form of adopting new technologies, entering new markets, or restructuring processes to improve efficiency.
A manager who struggles with self-doubt may become risk-averse, preferring to maintain the status quo to avoid potential failure.
This risk aversion can lead to organizational stagnation, hindering progress and limiting opportunities for innovation. Risk-averse managers may miss valuable opportunities for growth. In a competitive business landscape, being overly cautious can cause the organization to fall behind more agile, risk-taking competitors.
Confident managers excel at balancing risk and reward. They make informed decisions, considering potential risks while also recognizing potential rewards.
This balanced approach is crucial to sustainable growth and success. A manager who lacks self-confidence may struggle to achieve this balance, leading to hesitancy in decision making. This hesitancy can result in missed opportunities and a failure to capitalize on potential benefits.
Confident leaders are critical to fostering a culture of innovation
Confident managers inspire creativity and a willingness to explore new ideas among team members, creating an environment in which calculated risks are viewed as opportunities for improvement.
In contrast, a risk-averse culture, often influenced by a manager’s lack of confidence, stifles innovation. Team members may be reluctant to propose new ideas or challenge the status quo, limiting the organization’s ability to evolve.
Confident managers view failure as a learning opportunity
They are more likely to foster a growth mindset within the team, emphasizing that setbacks are stepping stones to success. Managers with low self-confidence may instill a fear of failure in the team, discouraging risk-taking and creating an atmosphere in which mistakes are perceived negatively rather than as opportunities for improvement.
Confident managers excel at strategic planning. They are better able to make bold decisions that align with the organization’s long-term vision, even if those decisions involve a degree of risk.
Managers who lack confidence may opt for conservative strategies, avoiding risks even when they align with th
