Low morale spreads quickly at work. The instinct to fix things fast may actually make problems worse. Research suggests how leaders can effectively navigate this complex challenge.
Strong leaders resist rushing to solutions before fully understanding the problem. We’ve all been there—maybe there’s been an economic downturn leading to layoffs and turnover, or maybe the company has been acquired and is going through a major restructuring with plenty of growing pains and changing expectations along the way.
Or maybe there’s simply a new boss whose new policies and procedures clash with those of the department they’re charged with leading. Whatever the reason, most of us have experienced workplace climates that are less than ideal. The problem is that low morale is like a virus—it spreads quickly and can be difficult to contain once it takes hold. If you are charged with leading such a unit, what role can you play to help turn things around?
According to researcher Ronald Heifetz and colleagues at Harvard’s Kennedy School, the solution may be more nuanced than one might think. One of the most commonmistakes in these situations is treating the problem like a technical challenge. Technical challenges are those with known solutions. This might look like fixing a broken process or implementing a system to solve a recurring issue.
Unfortunately, the scenarios described above are not technical in nature; they are adaptive challenges. Adaptive challenges are ones where the solution isn’t immediately known and often requires novel approaches, differing perspectives, and broad weigh-in from others. If morale is low because there have been recent layoffs and job security feels questionable, no amount of new process or policy will help fix that problem overnight. It’s going to take time.
Resist the urge to make changes immediately. There is power in the pause. Remedying complex adaptive challenges in the workplace takes time. Start by taking an honest assessment of the situation.
Heifetz uses the analogy of a dance floor. So often, we’re in the middle of the action on the dance floor. That’s where the work happens, after all. But the best first move is often to step back.
Move from the dance floor to the balcony. This observational position allows you to look at the problem from a higher vantage point. When you’re not in the middle of the action, larger dynamics driving the problem may become visible. To be clear, this is not an outright abandonment of the dance!
You’ll need to step back onto the floor to effectively respond, decide, and manage. But take some time to step back first. Adaptive challenges are best solved by the people living them, not by leaders acting on them. One of the best things a leader can do is create an environment with, where employees feel comfortable expressing their views.
Who best understands the quirks of a system or piece of technology? The people using it every day. Or better yet, the new employees who are baffled by the workarounds needed just to function in their jobs. Managers are often too removed from the day-to-day realities.
Frontline employees are often best positioned to describe the issues and suggest changes that are actually meaningful and beneficial. Sorting through the different facets of a problem can feel deeply uncomfortable.
However, it’s a mistake for leaders to start throwing solutions at the problem before it’s been properly understood and diagnosed. Heifetz and colleagues refer to the productive zone of disequilibrium as “a state that creates enough discomfort to induce change but not so much that they fight, flee, or freeze. ”response that leads to unproductive outcomes. But if you don’t turn up the heat at least a little, there’s littlefor change.
Skilled leaders allow people to sit with discomfort long enough for real learning and adaptation to happen, without allowing the discomfort to become destructive. Boosting low morale is a complex challenge without an easy one-size-fits-all solution. But the most effective leaders are those who can steward their people well even during difficult times. They don’t try to solve adaptive problems with technical solutions.
They step back to see the bigger picture, talk directly with the people involved, and thoughtfully weigh options rather than slapping a band-aid on an issue that’s bound to resurface. Perhaps most importantly, they use their influence to create a culture of belonging—one where people feel safe pointing out problems, disagreeing with decisions, and voicing their opinions. The best defense is a good offense.
By proactively including diverse viewpoints, encouraging weigh-in from everyone, and thinking critically about innovative, outside-the-box solutions, leaders give themselves the best shot at success. Jordan, A. C. . The building blocks of belonging at work. How everyday choices shape connection and culture.
The Best Ways to Begin AgainSelf Tests are all about you. Are you outgoing or introverted? Are you a narcissist? Does perfectionism hold you back?
Find out the answers to these questions and more with Psychology Today.
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