War
of the egos
Ego
issues at the workplace are quite common. However, the gravity of the scenario
deepens when such issues start to exist between managers and their teams.
Simple steps that one can follow at the
workplace to prevent ego-related tussles follows.
Many of us spend a majority of our time at the workplace and are in constant touch with our colleagues, bosses and others. In a demanding and competitive work environment, tempers can rise and small issues can get blown out of proportion. When ego problems crop up at our place of work, we cannot focus on the task at hand, and this could disrupt the entire functioning of an organisation.
Work done grudgingly has a negative impact on employee productivity, which further hampers the work environment and organisational productivity as a whole. Further on, ego tussles develop when employees are of the mindset that "I" and not "WE" contribute more towards the organisation. "Organisations with leaders or managers or even individuals who have ego issues experience low employee morale, limited creativity, and high employee turnover. All these affect employee productivity," says Ramaswamy Kavalapara, head of HR, Xchanging India.
"The need for personal glorification and use of fear tactics to get things done in the shortterm may seem to reach the desired outcomes; however, it clearly fails in the long run with employees becoming less open, more defensive, resentful and also deeply resistant to the organisation, thus affecting productivity. In addition, egoistic leaders often engage in employee favouritism, thus leading to internal strife and low morale," opines Cecy Kuruvilla, global director - leadership development/diversity at Sodexo Remote Sites & Asia - Australia (AMECAA).
DEAL WITH IT
Leaders, as catalysts, should bring the affected parties together and be an enabler to break the deadlock, and provide a forum for open discussion of 'intent' versus 'impact' of ego issues. While individual leadership styles may be different, leaders who provide a clear vision, set high standards and are role models can energise everyone. They convey the message that they understand the problems, challenges and obstacles caused by egoistic issues that employees face and reaffirm the quality and contributions of employees.
"Leaders/managers must invest more time in coaching. They must also indulge in team-building activities such as experiential learning workshops. They should also strive to shape a transparent and performance-driven culture within the organisation," notes Ashish Arora, founder and managing director, HR Anexi.
"The key to resolving ego issues for a leader is to stay neutral and work towards a positive outcome. The leader should have good listening skills and understand what a person with a puffed-up ego has to say," feels Kavalapara.
KEEP A CHECK The first thing to remember is that the success of any project involves team work. In many cases, one sees projects getting delayed because of ego hassles among team members. This can be very detrimental to an organisation. A leader should try to identify the strength of the person and then help him/her solve their ego problem. For instance, if the person's strength lies in a particular area, the leader should praise him/her for that and also ask to share tips with other employees in the team. This, in turn, will boost the
self-confidence of that person.
"It is imperative for a manager to foster open communication, resolve or manage conflicts and disagreements and ensure equitable and fair treatment among employees. Having systems in place to accomplish work and employee relations is important; often, it is an ombudsman's role to manage behavioural issues at the workplace. A manager's ability to stay centered in the midst of chaos can also enhance the employee-manager relationship," adds Kuruvilla.
It’s tough going to work everyday when you know you have to deal with your boss’ or colleague’s ‘fat’ ego. But, if handled tactfully, it’s not a big deal at all.
Leaders, as catalysts, should bring the affected parties together and be an enabler to break the deadlock, and provide a forum for open discussion of 'intent' versus 'impact' of ego issues. While individual leadership styles may be different, leaders who provide a clear vision, set high standards and are role models can energise everyone. They convey the message that they understand the problems, challenges and obstacles caused by egoistic issues that employees face and reaffirm the quality and contributions of employees.
"Leaders/managers must invest more time in coaching. They must also indulge in team-building activities such as experiential learning workshops. They should also strive to shape a transparent and performance-driven culture within the organisation," notes Ashish Arora, founder and managing director, HR Anexi.
"The key to resolving ego issues for a leader is to stay neutral and work towards a positive outcome. The leader should have good listening skills and understand what a person with a puffed-up ego has to say," feels Kavalapara.
KEEP A CHECK The first thing to remember is that the success of any project involves team work. In many cases, one sees projects getting delayed because of ego hassles among team members. This can be very detrimental to an organisation. A leader should try to identify the strength of the person and then help him/her solve their ego problem. For instance, if the person's strength lies in a particular area, the leader should praise him/her for that and also ask to share tips with other employees in the team. This, in turn, will boost the
self-confidence of that person.
"It is imperative for a manager to foster open communication, resolve or manage conflicts and disagreements and ensure equitable and fair treatment among employees. Having systems in place to accomplish work and employee relations is important; often, it is an ombudsman's role to manage behavioural issues at the workplace. A manager's ability to stay centered in the midst of chaos can also enhance the employee-manager relationship," adds Kuruvilla.
It’s tough going to work everyday when you know you have to deal with your boss’ or colleague’s ‘fat’ ego. But, if handled tactfully, it’s not a big deal at all.
EGO-METER
“Leaders should be able to understand the problems, challenges and obstacles caused due to ego issues that employees face and reaffirm the quality and contributions of employees,” says Kuruvilla.
“The leader should listen to the 'ego-bruised' colleagues patiently, thereby finding a common ground for resolution. Assuage the feelings but do not stretch it,” says Somnath Pal, CEO, Citrus Check Inns.
“The leader must sound it off to the employee that he/she is open to suggestions and ideas, but ultimately the final decision lies with them. Being firm and fair will stop the person with a high ego from crossing boundaries,” says Kavalapara.
“Leaders should be able to understand the problems, challenges and obstacles caused due to ego issues that employees face and reaffirm the quality and contributions of employees,” says Kuruvilla.
“The leader should listen to the 'ego-bruised' colleagues patiently, thereby finding a common ground for resolution. Assuage the feelings but do not stretch it,” says Somnath Pal, CEO, Citrus Check Inns.
“The leader must sound it off to the employee that he/she is open to suggestions and ideas, but ultimately the final decision lies with them. Being firm and fair will stop the person with a high ego from crossing boundaries,” says Kavalapara.
Sheetal
Srivastava ETHF120724
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