Dealing With a Culture of Entitlement

1

Posted by Warren Carter | Posted on 30-05-2011

Category : Executive Search

Posted by Thomas Despres in Blog, Thought Leadership with no comments, in QualiFind’s website

A “hot button” these days for many is a culture of entitlement in organizations.  Many that are stuck in this situation aren’t even aware of it.  They are simply doing what they’re parents have done or what they’ve always done because “that’s the way things are” or “that’s the way things should be”.   Entitlement is not just about the limits of resources out there – it’s also about employees thinking they can do less and get away with it.  I’d like to focus this message on that kind of entitlement rather than deal with the resource issue…  I’ll bet that’s a relief to those of you reading this with all the public sector uprisings these days and the endless coverage surrounding it. 
There’s plenty of blame to go around as to why we have employees with entitlement attitudes, but the key point is that great leaders have ways to deal with entitlement that will ensure the long term success of the organization.The first way to deal with it as a leader is to be vulnerable.  Of course you need to take the time to explain your expectations to the employees, but you can also be open to ideas on how to achieve those expectations.  Admitting that you don’t know everything and asking for help will disarm those that are expecting you (like many managers) to tell them what to do and how to do it.  Given the chance to offer ideas on how to get their work done will often times resolve one of the issues an entitled “key player” has with authority in the first place.  And some of this entitlement attitude usually comes from dictatorial managers.Another way to deal with entitlement is to be open.  Tell employees the whole story.  Share the financial realities with them often including reviews of cash flow and profit/loss.  Also, explain what the competition is doing and where the organization stands in comparison, thereby helping understand why some of the targets are important.  Explain the impact of what they do on stock values, where pertinent, and why it’s important.  Explain how the company is able to grow when financial factors are favorable.  Help them “walk in your shoes” so they’ll understand what it is they’re working for.  Being open helps give them meaning in what they’re doing and will change the focus from what they think they need to do to “get by” to what they need to do to be successful.

Leaders need to deal with an entitlement culture by being trustworthy.  This may sound simple – even so, it’s absolutely critical.  Doing what you say you’ll do is the most important way to build trust.  It doesn’t matter how big or small.  Giving opportunistic employees ANY reason to distrust you as a leader is the worst possible thing to do.  It is the excuse they’re looking for to justify their behavior.  It is the fuel that grows an entitlement culture. 

The last thing leaders can do is to be brave when they need to be.  Sometimes, you just have to let someone go that is not getting it done.  In my experience, I have learned two things about terminating an employee.  First, it’s often times an important step toward gaining confidence from the rest of the team that you’re willing to take appropriate action to ensure the long term success of the organization.  Employees are watching every move you make and they’re looking for leaders that are willing to take this important step when necessary.  Second, terminating an employee is much easier than laying many more off later on because the team didn’t meet expectations.  That one is self explanatory.  The way I’ve always looked at it is after being given a chance, they actually self-terminated and I was doing what was needed to help the team succeed.

It’s about how you get things done as a leader in many cases, not just what you’re trying to do.  Most leaders are doing the right things for the organization, but in the wrong way.  Taken together, being vulnerable, open, trustworthy and brave will improve your chances to succeed in dealing with a culture of entitlement at any level.

Why Mexico is a viable supply Chain Option (despite the violence)

Posted by Warren Carter | Posted on 29-05-2011

Category : Executive Search

We feel this article is very well written and relevant to what many of our clients with operations in Mexico are experiencing. While we hear of violence between drug cartels in Mexico on a daily basis, the majority of QualiFind’s clients continue their operations with minimal impact beyond taking extra security precautions. Rick clearly articulates the additional, and in many cases more important factors that companies need to consider before expanding or considering Mexico as an option. He brings considerable expertise on the topic with his background as a General Manager of an industry-leading operation in Guadalajara and currently in his role as a Managing Director of a business management and performance improvement consulting firm.

Anyone interested in our southern neighbor has to be shocked by the ongoing drug war violence in Juarez and other border cities. During the three years since the Juarez and Sinaloa drug cartels started their war, more than 7,600 people have been murdered in Juarez, the largest Mexican border town and home to a significant maquiladora manufacturing industry. Many others are victims of criminals, who, having limited employment opportunities in a struggling economy, turn to crime.

Yet the maquiladora industry is moving on. Juarez is recovering from a loss of about 60,000 maquiladora jobs (from 260,000) since 2008, with the recent total standing at about 218,000 workers. Because of a weakening peso and a strengthening Chinese RMB, Mexico is an increasingly attractive alternative to China for low-cost manufacturing. Local economic development officials report an increasing number of permit requests for expansions and new plants in Juarez. Yet even as they contemplate their options, companies are immediately faced with the violence issue. Should it turn them away?
Continue Reading

Here And Now!

Posted by Warren Carter | Posted on 27-05-2011

Category : Executive Search

Posted by Thomas Despres in Blog, Thought Leadership with no comments, in QualiFind’s website 

  How often do you take an inventory of how things have gone, how they’re going now and where you want to be down the road?  Do you dwell on the past or procrastinate from taking action to create your desired future?  If so, join the crowd and welcome to normality.  Most of us talk often about how things were and we allow a lot of time to pass before we take action on things we want. 
We’re complainers and procrastinators by nature. Why?  Because that’s how we were programmed from birth.We love spending time with friends and family talking about how things were instead of how we want things to be.  Sometimes the closest we get to being productive in our lives is to complain about how things aren’t the way we’d like them to be.  In doing so, we conveniently avoid taking action today on something that can lead to a success or a more favorable outcome later on.

Here’s the deal.  Spend time here and now taking action on what you want.  Sure it’s therapeutic to spend time complaining around the water cooler about how bad things are.  And it’s fun.  We just have to realize that at some point that it’s time to move on.  It’s time to put our time, energy and effort into going after what we want instead of that thing that’s in the way.

This outlook can be applied to things at work or at home.  At work, when the discussion is constantly about that thing that happened to us, spend some time understanding it, but find a way to steer the conversation toward what is needed to get past it instead.  Ways to do this can be subtle or direct, depending on what makes sense at the time.  Saying “can’t we get off of this?” will surely alienate some, but saying “I think we get all of that, but given where we are, when can we discuss where we want to go instead?” will help the team focus their efforts on more productive actions.  At home, spouses or kids also enjoy the talk about what has been.  Many times, they are simply trying to “vent”.  It’s fine to let it happen because they usually just want someone to listen empathetically.  At some point, if the complaint becomes repetitive, it’s time to get them off of it and onto something that can help them focus on the future.  Rather than simply giving them advice, it’s more effective to allow them to come up with the ideas to improve the situation.  Asking “what would you like to happen next time?” would help get them off of the past and onto better things.

Take action here and now to spend more time on what you want.  Help others do the same.  You’ll find this to be a great way to make progress toward rewarding outcomes at work or at home.

 

Forward Thinkers Only

Posted by Warren Carter | Posted on 27-05-2011

Category : Executive Search

   The QualiFind and AgriFind recruiting teams collectively speak with many different hiring managers and leaders on a daily basis.  We work with them to resolve their problems by introducing them to talent that can both solve their problems as well as deliver competitive advantages. We also learn from the many case examples involving leadership, mentoring and relative dysfunction and the experience we gain by working through these situations provides  us with greater value to our clients. 
Here’s an example from the past involving forward thinking, we’d like to share with you….

We placed a rising star in a role to take over a multi-site maquiladora operation in Mexico that was in trouble.  The maquila operation was plagued with angry customers, upset corporate leadership, lost time accidents, and rising costs.  The young leader adopted the staff meeting format of his predecessor for the first meeting and was aghast at two things:  (1) most of the information presented was weeks or a month old, and  (2) most in the room were nonchalant about the horrible results.  

He resolved to make sure things changed quickly.  No critical information shared was allowed to be older than yesterday, and accountability was moved closer to where the action was, rather than in a conference room.  Cavalier managers were reformed or replaced, and the site was recognized by customers and senior management for its excellence within 18 months. Where do you think this manager found his new management team?