Inspiring or Blaming Others“Be the change that you wish to see in the world.”Mahatma Gandhi The natural state of most people when starting a new job is motivation and inspiration. Over time, however, this state changes through the full sinusoidal wave of various other emotional states: confusion, frustration, anger, joy, and disappointment. Then the cycle repeats - motivation, confusion, disappointment, etc. Although managers do not attend training such as “How to demotivate and how to disappoint my team”, many of them successfully achieve just that - demotivated, frustrated, and semi-engaged teams. The people in these teams, besides laptop backpacks, carry on their shoulders even larger backpacks with complaints and accusations to their managers. The rivers of blaming, sarcasm, and cynicism in the teams usually spring from the offices of their managers. It is in the managerial meetings that there is no sincere understanding of people’s challenges; the focus is entirely on numbers and on what they do not do well. They disguise outright slander about others as jokes. The people outside the room are being called with some strange animal names. Sounds familiar? Managers’ self-irony is convenient insurance against the consequences of their toxic behavior. Over time, the complaints and accusations of the people in the teams transform. The adrenaline of seeking change gives way to a more sluggish presence in the day-to-day operations. Some people go into “I am waiting for somebody to tell me what to do” working mode. Others get on the rails of ticking off only the usual tasks, with zero initiative for something new and something better. People shy away from taking any risks. Busyness is simulated. In idle teams, which simulate busyness daily, time flows differently. The afternoon hours before leaving work feel much longer than the hours in the morning. Although they comprise the same 60 minutes. If you have a team that is passive and does not take responsibility for closing the productivity gaps, of course, this is because of you - the manager of this team. Here are two primary reasons you have a passive team: 1) The first reason is that you notice the apathy of your team to achieve results, but you do not notice your own apathy about the people in your team. Read the previous sentence twice. By your apathy towards the people in your team, I mean: - you do not spend enough time individually with people to get to know what drives them; - you get annoyed and you even get emotional when others share their problems. You perceive their escalations as personal attacks against you for not doing your job well; - you share nothing personal about yourself and wear the mask of the perfectionist; - you do not address the underperformance and do not support the people who need help to get better in their work; - you do not trust your team. You double-check and supervise their daily tasks tightly; - you expect others to have a similar motivation as yours for achieving results or even greater, without being sensitive to the fact that different people have different motivation drivers; Thus, your inaction towards the people in the team fuels their indifference towards the goals of the team. Your team is your reflection. It simply reflects your vibration. 2) The second reason you have a passive team is that you confuse blaming people with giving feedback. You give feedback only about the things you see that should be improved, without capturing and acknowledging the moments when people achieve or overachieve their targets. This creates a fear of mistakes. The fear of mistakes will lead to the fact that instead of solving their own problems, people will start bringing them to you to solve. And because you want to get the job done quickly, instead of working to increase people’s capacity to solve their problems, you will start working directly with their problems. You will start giving them ready-made solutions. You will give long instructions. Then people will start doing only what you told them to do. Or more precisely, only what they have understood of what you told them. What they understood and what you told them do not always coincide. They rarely coincide. This way you create the preconditions for new disappointments. They will generate new accusations for a job not done well. This will increase the fear of mistakes... and you see that the cycle repeats. Your accusations lead to the creation of a passive team that does not take responsibility. And in the beginning, when people started in the new job position, they were motivated and inspired to do their job well. What has turned the team from motivated to passive is up to you to find out. But this manager’s job is not for everyone. Maybe it is not even for you.---Buy the book "Cold Shower for Managers: Empower and Inspire Your Team with Your Humility and Accountability " by Plamen Petrov on Amazon - https://amzn.to/2Ka23CU---Buy the book "Park Your Ego: Face Your Bullsh*t and Own It" by Plamen Petrov on Amazon - https://amzn.to/38VW3He