There are excellent business models and there are ones which jeopardise the prosperity and longevity of an enterprise, whether it’s an SME or a multi-national corporation. Deckchair management is one of the latter. It has been likened to setting up deckchairs on a sinking ship because it focuses on micromanagement whilst ignore or denying issues. It results in a high staff attrition rate and should be avoided.
Very few tech sector business leaders would willingly take a negative approach to people management but deckchair management is not a positive.
If you’re unsure what to do to maximise potential and loyalty please speak to a tech sector expert like David Orren who works with SME’s through Thames Valley Business Advisors; a better business model is available and waiting to be initiated.
As the tech sector, with every other British industry, moves towards the final Brexit stages it is essential for the business model to facilitate growth, profit increase and have the capacity to reach a global market. As deckchair management limits these areas substantially but adds recruitment and training costs to the expenditure column you must operate differently. Draw out the strengths of your team, encourage and inspire them. A shared goal is an excellent motivator, good old-fashioned nit-picking and ostrich behaviour aren’t.
The three core issues of deckchair management
Undermining staff ownership
It’s normal for team members to take on tasks and own them, knowing that what they contribute to the whole is beneficial.
With deckchair management, this doesn’t happen because micromanagement takes possession of the operations and organisational flaws are denied which results in the team members feeling undervalued, having less investment in a process, and believing that their input, perspectives and innovations are worthless.
As staff drift away from your enterprise the team members who remain are left to pick up tasks without investment and confidence.
Undermining confidence and innovation
A sinking ship never inspires confidence. Your tech savvy team members are intelligent enough to recognise that their faith in the company cannot remain strong in the face of chaos. Worryingly, deckchair management leads to denial of a problem from managers and owners.
When confidence is low and morale is decimated, few people feel inclined to innovate so the knock-on effect costs you the individual and team loyalty, positivity and the cold hard cash their ideas and energy could have delivered. They’ll seek employment elsewhere and take their innovations to your rivals.
Your “ship” will sink more rapidly.
Undermining staff of value
If you utilise deckchair management your staff won’t feel valued. How can they appreciate their worth when micromanagement offers minimal praise, recognition or pride?
If your staff don’t know that their contributions mean something, why should they invest themselves? Why would it matter whether they do or don’t apply themselves if they are a low value asset? The unwanted professional won’t stay on the sinking ship. They’ll move on to somewhere they’re embraced.
Your tech sector business needs a vibrant, enthusiastic and loyal team. Don’t let your enterprise be the proverbial sinking ship.