On Monday we wrote about the “shadow” organization, which we defined as the unofficial organization that has its own hierarchy, leadership and network. It is also referred to as the informal organization, and in some cases, the underground organization.
The “shadow” organization exists in all companies, and on its own is neither good nor bad. You, as the leader – by your behavior and actions – decide which direction it will take. If unattended to by the management, it tends to run as a negative and competing force in employee attention and even performance.
So the first point we want to make is for you to be aware that a “shadow” organization exists. You cannot wish it away nor ignore it into what you hope would be oblivion. It doesn’t work that way.
While most often referred to in the negative sense because of common dynamics in distractive, resistant and whispering behavior, the “shadow” organization can also be used as a powerful force for positive change in an organization. Here are five actions you can take to insure its engagement and use in a positive fashion:
1) Identify the informal leaders in the organization. (You know this by who the employees either gravitate to, or steer clear from.)
2) Find a relevant way to engage with them informally and regularly (management by “walking around” can facilitate this) to better understand the organizational dynamics.
3) Observe vigilantly and listen actively.
4) Do not react or over-react to what you believe is bad news or information you do not agree with, as it is at least one person’s perception or interest, and your reaction speaks louder than your words, particularly when being watched for how you will handle the tough stuff.
5) Take the suggestions you hear and if you can do something about them – do it. If not, explain why so people understand. (We find many times, employees really don’t understand reasons for management decisions and make up their own negative assumptions, starting with you don’t really care about them.)
Some may argue that you are giving up control to this “shadow” organization and it’s leaders. You are not. You are listening to employee concerns and addressing them openly – both what you can do about them and what you can’t. And what you can do is to help the employees better understand the direction of the company. For example, employees may be worried about slow sales and feel you should be considering a different approach. And you actually do have a different approach that’s beginning to show results but you have not yet shared it with your employees.
As a leader you have opportunities every day to listen and act on good information and good advice. And you also have opportunities to quickly correct misperceptions. Use it swiftly and sincerely; it will help build a better organization.
Copyright 2010 Kubica & LaForest
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