{"id":2344,"date":"2019-05-18T22:02:57","date_gmt":"2019-05-18T22:02:57","guid":{"rendered":"http:\/\/hr4free.web-romandie.ch\/?p=2344"},"modified":"2019-05-18T22:02:57","modified_gmt":"2019-05-18T22:02:57","slug":"facing-organizational-instability-and-its-impact-on-the-health-of-managers","status":"publish","type":"post","link":"https:\/\/hr4free.com\/en\/facing-organizational-instability-and-its-impact-on-the-health-of-managers\/","title":{"rendered":"Facing Organizational Instability and Its Impact on the Health of Managers"},"content":{"rendered":"
Although work medicine enjoys an undisputed place in the modern business world, addressing the key factors that impact the emotional health of managers still remains a taboo for many.\u00a0<\/strong>And yet, this topic is becoming more and more of an issue, with undesired consequences for both the well-being of employees and the functioning of the organizations they work for.<\/div>\n
\n

By Liliane Held-Khawam, author of the book “Management by Coaching: Coping with Complexity in a Changing World”<\/a>.<\/strong><\/em><\/p>\n

Indeed, according to our observations, the number of tired \u2013 if not exhausted \u2013 managers is constantly on the rise.\u00a0<\/strong>Moreover, this malaise has a direct impact on both the\u00a0quality of their management\u00a0<\/em>and on their\u00a0personal well-being<\/em>. These people are losing their overall vision, become reactive and are heading for a professional collapse, which shall happen sooner or later.<\/div>\n<\/div>\n
<\/div>\n
Although this tendency towards exhaustion has been observed for some years, it is not a fatality.\u00a0<\/strong>It is potentially reversible, provided its causes and possible remedies are carefully identified.<\/div>\n
<\/div>\n
The causes for the emotional destabilization of employees\u00a0originate from dynamics that occur at 3 different levels:<\/div>\n
<\/div>\n
1. the socioeconomic level<\/em><\/div>\n
2. the organizational level<\/em><\/div>\n
3. the personal level<\/em><\/div>\n
At socioeconomic level<\/strong><\/h5>\n
Nowadays, organizations are caught up in the whirlwind caused by the strive to constantly increase market shares and profits.\u00a0<\/strong>Always more is required in terms of presence, competency, polyvalence and adaptation, while ever less is offered in terms of security, stability, structure, clarity… This mix of explosive ingredients ends up becoming quite indigestible.<\/div>\n
<\/div>\n
It is now universally acknowledged that globalization is, at the present moment, a quite unavoidable process.<\/strong>\u00a0Yet this system has gained a life of its own and the top managers of even the largest companies have actually only been adjusting to this new paradigm.<\/div>\n
<\/div>\n
These dynamics have been amplifying by an order of magnitude and as a result, the time of adaptation to change has become ever shorter.\u00a0<\/strong>Managers have thus been deprived of their long term vision, as well as of the stability and clarity of structures and of the role they have to play within them.<\/div>\n
<\/div>\n
Work has become very fast paced, as decision-makers tend to pursue short term results. They are mainly focused on two goals:<\/div>\n
<\/div>\n
I. Increasing one\u2019s global market share as quickly as possible<\/em><\/div>\n
<\/div>\n
Companies, in a lack of time to develop this axis from the inside, will tend to achieve this goal by relying on a combination of mergers, takeovers, sell-offs and partnerships, with more or less desirable outcomes.<\/div>\n
<\/div>\n
This short term orientation reduces the quality of the coordination among services and raises the level of stress of employees\u00a0<\/strong>(with a sense of malaise). We thus witness the cohabitation of teams of employees who display completely\u00a0different cultures<\/em>, with the frequent emergence of unhealthy power relationships…<\/div>\n
<\/div>\n
Finally, it is important to note that this growth-by-absorption frame of mind is no longer unanimously admired in economic circles…<\/div>\n
<\/div>\n
II. Increasing one\u2019s profit margin as quickly as possible<\/em><\/div>\n
<\/div>\n
Shareholders also want short term returns.\u00a0<\/strong>Stock markets are merciless in this regard. Corporate leaders are condemned to maximizing their profits in order to satisfy demanding financiers. This being said, the issue at hand becomes very straightforward: the company needs to maximize its income and minimize its expenses. All employees are due to contribute to the achievement of such results amidst a growing sense of insecurity.<\/div>\n
<\/div>\n
We thus come to this quite disturbing situation everyone is aware of: as soon as a company starts laying off its personnel, its stock value increases.<\/div>\n
<\/div>\n
The company\u2019s management thus finds itself in the middle of considerable tensions and contradictions, with a growing risk of personal breakdowns…<\/div>\n
At organizational level<\/strong><\/h5>\n
Restructurings and reengineering processes, when conducted within a short timeframe, lead to a destabilization of the organization.<\/strong>\u00a0Such actions will have a direct impact on the well-being of managers.<\/div>\n
<\/div>\n
Indeed, a growing number of managers develop a sense of powerlessness in relation to their professional goals.<\/strong>\u00a0Indeed, one of the manager\u2019s basic tasks is to adhere to and participate in the materialization of the company\u2019s strategy. This is the root cause of the problem. It may for example result from:<\/div>\n
<\/div>\n
1)\u00a0An absence of strategy:<\/strong>\u00a0as surprising as it may seem, lots of companies simply have no strategy at all. They are completely focused on\u00a0short term results<\/em>\u00a0and on their\u00a0competitors<\/em>. They have become very reactive, taking decisions according to day-to-day opportunities and dangers.<\/div>\n
<\/div>\n
\u200bThis type of behavior further degrades the amount of time available to react, the management\u2019s vision and, in the end, the global coherence of its actions. Orders are immediately followed by all types of counterorders, leaving managers at a loss.<\/div>\n
<\/div>\n
2) A lack of communication \u2013 or understanding \u2013 of organizational strategy:\u00a0<\/strong>this reflects a deep-seated problem in communication processes. In this case, managers cannot properly relay information. The probability of witnessing a\u00a0drop in both performance and well-being<\/em>\u00a0increases sharply.<\/div>\n
<\/div>\n
3) A change in organizational culture:\u00a0<\/strong>some decision-makers are not sufficiently aware of the impact a reengineering process will have on corporate culture. Moreover,\u00a0organizational culture (definition)<\/a><\/strong>\u00a0cannot be the same if one evolves within a\u00a0traditional pyramidal structure<\/em>\u00a0or a\u00a0process-oriented<\/em>\u00a0organization<\/em>.<\/div>\n
<\/div>\n
Quite obviously, it is not because a structure has been changed that the cultural change will take place instantaneously.\u00a0<\/strong>Changing the culture will indeed require much more time than changing any organizational structures.<\/div>\n
<\/div>\n
In the case of mergers or acquisitions, we can also oftentimes witness cultural clashes within some sectors that can go as far as the harassment of certain individuals. Managers can thus feel completely overwhelmed by such cultural issues, which are often overlooked by the company\u2019s top decion-makers.<\/div>\n
<\/div>\n
4) An insufficient definition of each person\u2019s role and responsibilities:<\/strong>\u00a0outlining each manager\u2019s role is a key factor in allowing them to express their potential. Insufficiently clear and\/or changing role-related duties are a real source destabilization and stress.<\/div>\n
<\/div>\n
Please mind that each role may be broken down into two parts: a technical role with quantifiable goals and a human role with quantitative goals.<\/strong>\u00a0The\u00a0quantitative role<\/em>\u00a0is often clearly stated, as it provides the basis for the introduction of ever more precise performance indicators.<\/div>\n
<\/div>\n
Indeed, in some companies, these indicators will be used to determine compensation levels. Given the drastic demands in terms of\u00a0profitability<\/em>, this situation may put managers in a situation of failure from the very moment their goals are set. All of this can result in a loss of motivation, if not a sense of utter powerlessness, for the employees concerned.<\/div>\n
<\/div>\n
As for the\u00a0human role<\/em>\u00a0that deals with personal or collective responsibilities, it is often incomplete, or even occulted. The company ought thus to determine each manager\u2019s\u00a0positioning within the organization\u2019s human environment (illustration)<\/strong><\/a>. This consists in stating the responsibilities and expectations in terms of\u00a0behavioral and technical skills<\/em>\u00a0towards both managers and the teams they are in charge of.<\/div>\n
At personal level<\/strong><\/h5>\n
The following factors are linked to the person\u2019s psycho emotional dimension. The requirement for maximizing results and the ongoing restructuring processes can lead to the following effects:<\/div>\n
<\/div>\n
1) Fear:<\/strong>\u00a0this feeling has become extremely widespread nowadays. The risk of being laid off can even scare successful employees, as\u00a0“it doesn\u2019t only happen to others”<\/em>. Also, some may be afraid of disappointing others.<\/div>\n
<\/div>\n
2)\u00a0<\/strong>\u200bLoss of self-confidence:<\/strong>\u00a0this a natural consequence of fear. It has been evidenced by the evolution in organizational structures where managers are asked to talk more often in public, to take more risks, etc.<\/div>\n
<\/div>\n
3)\u00a0<\/strong>Loss of trust in one\u2019s hierarchy<\/strong>\u00a0(as well as in the company\u2019s leadership!)<\/div>\n
<\/div>\n
4) Guilt:\u00a0<\/strong>managers can feel that they are not doing enough, that they are not up to the task and that they do not take enough care of their people.<\/div>\n
<\/div>\n
5) Loss of control:\u00a0<\/strong>technological innovation, coupled with frequent changes in the demands formulated by the management have a destabilizing impact on the conduct of projects. Such frequent changes are linked to increased demands from the employer and can lead to a sense of losing one\u2019s grip on events.<\/div>\n
<\/div>\n
6) Cleavage between one’s inner thoughts and external appearances:<\/strong>\u00a0managers may put a bold face on it and try to be pleasant towards their environment while negative thoughts are pervading their inner life.<\/div>\n
<\/div>\n
The impact of an unstable environment on the managers’ lives<\/strong><\/div>\n
<\/div>\n
The destabilization caused by accelerated change impacts both the professional and personal life of managers in different ways.<\/strong>\u00a0Although the consequences may greatly vary from one person to the other, they will all result from an excessive amount of stress. It will indeed prove difficult for them to build anything lasting in a context of intense pressure.<\/div>\n
<\/div>\n
This is how all types of addictions (to work, alcohol, drugs, medicines…) find their way into many people\u2019s lives<\/strong>, as well as a\u00a0loss of concentration<\/em>,\u00a0nervous breakdowns<\/em>\u00a0(including burn-outs),\u00a0problems in their private lives<\/em>, etc.<\/div>\n
<\/div>\n
Such destabilizing factors can also have diverse impacts on the manager\u2019s professional life.<\/strong>\u00a0Some managers may become\u00a0workaholics<\/em>, thus increasing their degree of weariness and the risk of errors. Others will, in the contrary, do as little as possible, thus falling into a kind of\u00a0inertia<\/em>, which they will\u00a0pass on to their team(s).\u00a0Some people may also stop circulating information, thus generating interpersonal conflicts or even increased employee turnover.<\/strong>\u00a0In extreme cases, some executives will exert\u00a0moral\u00a0<\/em>or\u00a0psychological harassment<\/em>, thus rushing their own malaise onto others.<\/div>\n
<\/div>\n
Whatever its causes, the resulting destabilization will sap the ability of managers to adapt to change and technologies<\/strong>, whether in a private or professional context.<\/div>\n
<\/div>\n
The following article\u00a0“Achieving Work-Life Balance: Supporting Managerial Health In Organizational Change”<\/a><\/strong>, presents you with a few ideas to counter this tendency to the weakening of the management\u2019s personal and professional foundations.<\/div>\n","protected":false},"excerpt":{"rendered":"

Although work medicine enjoys an undisputed place in the modern business world, addressing the key factors that impact the emotional health of managers still remains a taboo for many.\u00a0And yet, this topic is becoming more and more of an issue, with undesired consequences for both the well-being of employees and the functioning of the organizations […]<\/p>\n","protected":false},"author":3,"featured_media":669,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[169],"tags":[258,257,259],"class_list":["post-2344","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-corporate-health-management","tag-health-management","tag-organizational-change","tag-work-life-balance"],"yoast_head":"\nFacing Organizational Instability and Its Impact on the Health of Managers - HR4Free<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Facing Organizational Instability and Its Impact on the Health of Managers - 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