I’ve talked with several people lately who are struggling because they see changes that should be made in their organization, but they aren’t in a position to make those changes. For example, inefficiencies in another department impact their ability to do the work. Lack of vision keeps people trapped in the status quo. Inconsistent accountability puts the burden on the responsible workers. Poor communication practices in one area trickle over with negative consequences for others.
Some employees are hard-wired to address the issues they notice, but these are the same ones who are getting burned out when speaking up because it often results in their being assigned as the problem-fixers (in addition to their regular duties, of course). “I try to stay in my lane, but there are so many off-ramps,” said one.
Others speak up and bear the brunt of colleagues’ wrath who don’t like the changes. “I’m willing to take the heat, but if nothing changes, what is the point?” said another.
It’s often easier for employees to keep their heads down and just plod along as they have been doing, and it’s often easier to supervise them because they don’t cause discomfort. It’s hard to be the one who raises questions or objections, and it often challenges the supervisor to act differently.
If you are the supervisor, sharpen your radar to see how the dissenters are treated in your organization. You want people who make suggestions and push for improvement. You want employees who can see the big picture and how the pieces fit together. You need people willing to speak up and propose changes. Yet those are precisely the ones who will burn out or leave if nothing comes of any of their ideas.
Remember the quote: “The biggest concern for any organization should be when their most passionate people become silent.” Embrace the questioning.
