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We live in organizations that are in a permanent tsunami: as we believe in sustainable organizations, we must be competitive in the short, middle and long term and, if possible, always and forever. Then, we need to focus on achieving daily goals, monthly goals, semester goals, and yearly goals.

We also need to create new processes, innovate products, and better manage relationships with customers and suppliers, and so on.

 Swimming in this daily tsunami will leave, in the organizational culture, wounds such as lack of engagement, distrust, turnover, misalignment, fiefs or low synergy, and many more.

In two previous articles, you have read about remedies for the lack of engagement and distrust, but is there a single method typically underutilized, preventing and combating varied problems in an enterprise: the mood, I mean, the positive mood which inspires people.

We are talking about humorous people, who think and act in a positive way, building healthy relationships, looking forward and not backwards, and dealing with the problems as part of the process of healing the wounds. It should be forbidden to hire moody people. It may seem like a cruel decision, but the fact is all grumpy people are unhappy, therefore, they have no reason to work.

When a grumpy person enters an organizational team, their behavior is always the same: “I’m here, motivate me please.” And, needless to say, no one can motivate a person who doesn’t have its own reason to be in that place unless the reason to earn the monthly wage.

How do you detect bad-tempered people in an interview? Delving into the group dynamics tests for this purpose work very well. And, if the diagnosis is unhappiness, avoid the candidate, even if the person has better skills.

The application of the remedy also depends on diagnosis of unhappy people who are already part of the organizational team. Sometimes you cannot fire the person, so, you need to treat the person: when a person is found to be unhappy, send them immediately to a doctor; several mood disorders are well known, and can be controlled and treated.

If treatment is unsuccessful, it will mean that the bad mood is a matter of personality, then the organization should fire the worker, or relocate them to functions where the relationship doesn’t make the difference.

On the other hand, happy people must have positive reinforcement; they need constant celebrations. The moments of celebration fit leadership, and what we observe is that leaders forget to celebrate, or just do it on formal occasions, which is definitely not the best way.

Leaders must give reasons for people to celebrate their deeds alone, even small deeds, but only if they are well done.

It is relevant to acknowledge that the grumpy person also celebrates, but in their way: they gather to talk down upon fellow workers, the bosses and the company.

“Dear leader, celebrate first, or suffer the consequences of a tsunami of problems!!”

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