Navigating organisational cynicism

During periods of frequent and sometimes unforeseen changes, staying ahead of the curve often requires making tough decisions. Dealers frequently grapple with the challenge of not only navigating change but also ensuring that staff comprehend and actively embrace these shifts

We’re all acutely aware of the challenges the dealer and reseller industry has seen over the recent years. Many businesses have had to adapt quickly, sometimes having to make difficult decisions to ensure the future proofing of the business. In these instances, it is imperative for dealers to carefully navigate these changes to avoid negativity and cynicism within their teams. This requires a fine balance between effective management and empathetic leadership.

Unfortunately, poor experiences in previous employment, lack of trust and preconceived negative perceptions mean that some employees may feel cynical about an organisation’s motivations for change. There may be concerns that change will impact their workload, position, or make them vulnerable. With the growing influence of social media, individuals are more susceptible to embracing ideas that foster an ‘us versus them’ mentality.

As business owners, it is crucial for dealers to actively address organisational cynicism. This involves authentic and transparent communication with all staff to build trust and foster a positive relationship between the company and its employees.

Organisational cynicism stems from a lack of trust, confidence and belief in the company’s direction or methods. This can be intensified by inadequate communication and a lack of consultation, particularly during significant changes or shifts in the organisational structure. While we know dealers work hard to forge robust relationships with their employees, unforeseen circumstances beyond their control may arise, necessitating effective management to prevent the development of organisational cynicism.

It is important to remember that workplace cynicism is not a result of an individual’s character flaw or a predisposition to see the “glass-half-empty.” Rather, it emerges from the workplace environment, not the inherent traits of the person. When it occurs, it can be damaging to both the business and individuals. Employees are more likely to adopt and echo critical attitudes of close coworkers, leaving everyone more stressed, less effective, and more vulnerable to burnout.

The first step to tackling organisational cynicism is to reflect on your own subconscious cynicisms as a manager. Do you anticipate bad news ahead of time and if so, are you seeing issues or negativity where this is none? If you find that negativity, cynicism, or indifference starts to surface, implement small yet impactful interventions to reestablish a connection with the positive changes and initiatives the business is pursuing.

When there are changes happening, even if you are not able to divulge all details to staff or are unable to explain the situation fully, you should take steps to curb gossip. Managers should encourage employees to express their concerns in a constructive and transparent manner, guiding them to direct queries to the appropriate channels rather than relying on office gossip. Fostering an atmosphere of psychological safety is key, allowing employees to openly voice their concerns and contribute to an honest dialogue.

Many issues of cynicism arise when employees do not feel like they are being given a straight answer. When employees are concerned about decisions being made in the business, answers like ‘it was a management decision’ often feel ambiguous and like a brush off. While it may not be possible or appropriate to explain every decision, managers can make sure any information or mandates are clear and supported by management. Encourage employees to contribute ideas and help set direction.

As experienced business owners, resellers will be familiar with navigating the ups and downs of market and business change, however, by analysing your approach to cynicism and taking steps to replace negative biases with positive outlooks, dealers can foster an atmosphere of trust and transparency.