Last week’s column covered suggestions on how to not create a we/they culture. Today’s column is about the power a person has when he or she positions individuals and the organization in a positive way.
I am focusing lots of time on helping organizations build trust in senior leaders. In my work, I share that a new employee’s coworkers hold the early key to trust. In the new employee orientation, the person hears about the mission and values of their new workplace from senior leaders and human resource professionals. They receive department orientation ranging from dress code to cell phone use. They learn about their specific duties from their supervisor. They meet their coworkers. I am sure these new employees appreciate the time with those in leadership. But do they trust the leaders? There may be doubts. The key is what the coworkers say. When the coworkers share positives about the organization and the leaders, the new employee feels better.
The same is true for those served by the organization. A mother brings her baby to the emergency room. The baby has an earache that will not go away. This is the mother’s first child and first earache. She is extremely nervous. Upon entering the emergency department, she meets with a hospital worker. After the mother shares the situation, the hospital worker explains that the emergency room staff have lots of experience with children’s earaches. She shares that the physician they will see is great with children. When the mother and baby meet the physician, the mother says, “I am so glad you are working today.” The hospital worker took time to manage up the staff and the physician. The mother’s anxiety was reduced, and her confidence in the caregivers went up.
This principle applies to all encounters inside organizations. The server in a restaurant explains how great the chef is. It makes a positive impact on how customers experience their food and how they view the restaurant.
Managing up the organization is important also. My father worked for 41 years as a test engineer (diesel mechanic) for the Electro-Motive Division of General Motors. His work shirt had “EMD” on it. The signage to enter the parking lot read “Electro-Motive” in large letters. Underneath the large letters, smaller letters indicated that it was a division of General Motors. My dad worked for 41 years on train engines. He did not work on trucks or cars, nor was there any car or truck work ever done at the Electro-Motive plant. My father wore a tie clip that read “General Motors.” My father loved his job and Electro-Motive. He was also proud to be part of General Motors. I believe his positive feelings about what is often called “corporate” is a good thing.
This compares to a hospital that is part of a large system. How local leaders position “corporate” makes a difference. The same occurs with a business that is part of a larger entity, or even a single member of a community.
How we talk about others impacts how the people around us feel about leaders and the entire organization. It also impacts how they feel about us. People respond to positivity, appreciation, and gratitude. It lifts them up and makes them, too, want to share those good feelings. Let’s manage up others when we can. It makes the world a better place.
