Experience in an IT company

[Mike Healy]

A few years ago I took an interim position ( Chief Operating Officer) to lead a group of around 40 IT/Graphics staff. The CEO of this small company was bright but brash. He displayed his own wealth very readily but didn't really do more than the minimum for his staff. It got to the point where staff were leaving, being deliberately difficult and the organisation of work was very poor.

I found that to get these staff engaged once more took a combination of personal discussions with each of them just to let them vent their views. I then followed that up with commitments to change while the CEO was present at group meetings. Where the CEO began to fall back on his commitments I stepped into bring them back on track. I had to make a public display of being the employee champion.

It took three months for employees to believe my intentions were honourable. They were afraid it was another of the CEO's temporary fixes and things would revert to how they always were, but as I worked with them, shoulder to shoulder, to address everyday problems that arose they began to trust me and provide greater input.

Within six months a few more staff left and several new ones joined. The new people helped provide impetus to the new way of doing things ( as they had no baggage). After six months the previously disengaged staff were reporting 80% satisfaction with the leadership. Product quality increased markedly and customer complaints reduced by 75%.

For me the main things that caused the change were:
Talking to each individual and giving them assurances and then following through publicly on these assurances.

Having the desire and capability of challenging the boss. The CEO was kept away from staff for a while so things could settle down. He was happy to back off and allow me to deal with the situation because he wasn't interested in the staff but more in his customers and profits.

Challenging and encouraging staff to try things every day and supporting them as they did so so that they became more and more confident everyday.

I left that assignment after 1 year with an immense sense of satisfaction, a recognition by local agencies, shareholders and staff that enormous change had been achieved, that was evidenced in staff behaviours as well as company results. The company was sold to investors a year after I left for around £25 million.

I remain convinced that any engagement exercise needs to have a large 'up close and personal' element to it as well as any system changes such as pay , benefits etc. Grandiose initiatives or gestures have a much smaller effect than a personal discussion and genuine desire to help shoulder the burden.

[Terrence Seamon]

Great story, Mike. One that illuminates some aspects of the Manager's role in employee engagement and organizational performance, including Courage, Perseverance, and Building Positive Working Relationships with Staff.

Terry