How managers can reduce gossip, politics, blame and moaning in their team

Do you ever think if your staff put even half the same energy into more productive and focused discussion and behaviour you'd be getting a darned sight better results?

Do you think it's naive to imagine a team where these behaviours and attitudes didn't exist?

Do you know some teams/managers or organisations where they do seem to have great working relationships, but you put that down to "luck" - they've just got "good people?"

Do you wish you knew how to deal with this more effectively?

One thing's for sure: if you experience this in your team, you'll certainly be aware how time consuming, frustrating, and energy draining these behaviours and attitudes are; and you'll certainly realise they're eating away at productivity, performance and the overall results you demonstrate.

But when you're short on time and unsure how to tackle the issue, what do you do?

First, you need to know, running an occasional team building day, or attending a course on communication is helpful - but it's highly unlikely to produce lasting change. In some cases, I've seen such a strategy be a monumental, extremely expensive, flop. At a time when every penny counts, wouldn't it be more sensible to consider more effective and lasting ways of dealing with the root causes of poor team dynamics and under-performance?

Second, you need to stop thinking that changing attitudes and behaviours is all your responsibility. You have to take the lead - that's for sure. There is still much truth in the adage, "it starts at the top". So start by getting really clear about the attitudes and behaviours you want to see more of in your team. Culture, at its simplest, is really just about "the way we do things around here". As the manager, how do you want things done around here? What kind of attitudes and behaviours do you want to foster and encourage, and which would you want to discourage?

When asked, most managers I work with are quite clear about what they want - or at the very least what they don't want! There's often talk of having staff who have more of a "can do" attitude; who are committed; who try to focus on solutions instead of problems; who don't waste time on the "moan" or "blame" roundabout, and who don't play the negative work games of politics and gossip.

The problem is, whilst they know what they want, when it comes down to how to achieve this goal things get a little hazy!

As a coach, I know that achieving any goal is about taking consistent and regular steps which move you nearer to your ideal.

Ad-hoc, just doesn't cut it. Especially if the goal is quite challenging.

And the onus for making all the changes is not just the responsibility of the manager either!

The most successful, outstanding managers, expect, and successfully encourage their staff to take some responsibility and ownership for making "the way we do things around here" good for everyone too. It's a bit like a sports coach - you can mentor, train and encourage others - but you can't do their press-ups for them! At some point, they have to take ownership. Outstanding managers build cultures where such accountability is the norm.

So, effective team building means you need to communicate clear messages about the attitudes and behaviours you expect in your team, but then this must be supported through implementing strategies and tactics which make it easy for your people to engage, to discuss and to grow their own people skills. And these strategies and tactics need to become a regular feature of "the way you do things around here".

3 specific steps which will make a positive difference to the culture of your team:

1. Set up a simple and "safe" feedback mechanism which allows people to express their views

In my experience, people want to be heard more than they may necessarily expect to get what they want. Moaning, back-biting and gossip grows when there's no other outlet to express dissatisfaction or concern.

The simplest, and least threatening process for gaining feedback is through a staff survey. Now there are staff surveys, and there are staff surveys! In the same way that 360 feedback can be done well or badly, the same is true of staff surveys. It needs to be simple, anonymous, and give you the results in real time - not months later when everyone has forgotten all about it. Most importantly, it should form the basis for measuring just where you are now in terms of working relationships, and what might need tweaking; and for everyone to see the results don't go into a black hole, but actually form the basis for actions to improve things. Even if your staff are cynical at first, let them see this is not some token activity, but a genuine intention to improve the way things are for everyone. With commitment and consistency of message, you'll start to see real shifts in attitudes and behaviours, and the atmosphere will be far more open and upbeat.

2. Review what's working well, and where the team feel they could work better - then set some individual and team goals!

This doesn't have to be onerous. In fact, it's better when it's fun, short and sharp, and goal centred. Thirty minutes in a team meeting, or 15 minutes as part of a learning lunch, done regularly, which build momentum, structure and a sense of direction to what you're doing.

Once some goals have been set, agree when you'll review these - and then stick to it!

3. Re-assess and measure progress on a regular basis

Build a regular review into your year. At the very least, you should re-do the staff survey twice a year. People should see this as an important part of the culture; not some token activity done for appearances sake, but something, which genuinely offers a vehicle for developing stronger working relationships and honing communication and people skills.

And make sure you celebrate progress. You may not change a rather negative culture overnight - in fact it's highly unlikely! However, if teams are reporting less back-biting, less conflict or tension, and people feel a more positive atmosphere, you're on the right track.

by Shona Garner

How managers can reduce gossip, politics, blame and moaning in their team

i hope indonesian managers would read this as indonesian employee really loves gossips ;))