THERE IS A HELL! - - - IT IS CALLED RETAIL BAD ATTITUDE | Page 9

bright people start looking for something else to do, a sure sign that idealism has turned to
cynicism and hardened attitudes mask professional disappointment.
Managers often underestimate the value of staff contributions to the
thinking and decision-making needed for a project and the company to
be successful.
In this example, the service would most likely be of better quality if
the team freely contributed their collective knowledge. As it is, ways to
improve it were not mentioned, because the staff quickly learns that
caring about the product and speaking up only creates unpleasant
confrontations and ends in frustration. Even more costly to the
employer is that the best and brightest team members will be the first
to find jobs elsewhere – probably with a competitor who understands
that investing in functional management and team dynamics is a competitive advantage.
So how does this happen? In spite of all the courses books on leadership and management,
this story is sadly still too familiar. One reason is that systemically, team dynamics are not
deemed a priority. In the above example, the ‘control freak’ manager is not accountable for
team morale. As long as the service is being done on time, the box is ticked. The more senior
people probably don’t know that they could be creating a better service, with happier (and
more loyal) staff. There is no line in the budget for the cost of management mal-practice and
dysfunctional teams. If companies were to cost in the absence, turnover, lack of productivity,
mediocrity and lack of innovation – and attribute these to their origins in management malpractice – quality team dynamics, project management and leadership would receive the
investment they deserve.
I have gone from a loyal employee that watched out for the owner of the company to
someone with extremely low morale due to the poor management/leadership. I do my job
exceptionally well; at least I think so – Sadly now I just do not put any more effort than what
I expect for myself.

Why do I and no doubt many others who were on the shop floor have
such a demoralized attitude now?
There is a well known saying. “Trust takes years to build, seconds to destroy and a
lifetime to