Employer branding and change in corporate culture: Poisoned vs. Laughing company

Everyone is mistrusting everyone, and everything is overshadowed by fear

Intrigue, secrecy, favoritism, self-interest, arbitrariness and many other unsightly things that I don't want to talk about here are the order of the day in a "poisoned" corporate culture. In such a climate everyone distrusts everyone and everything is overshadowed by fear.

There people are offended and humiliated. Scapegoats and peasants are being sought. Egoist goals are pursued and energy is misguided in aggressive ways: cynicism, hardening, hostility, frivolity, boycott of instructions, prevention of change, self-management mentality and sabotage.

The search for scapegoats

"Finding scapegoats is the easiest of all types of hunting," said American politician Dwight D. Eisenhower. Opportunism and rope teams are the best survival strategy in such an environment. Those who can quickly pull out. And for those who stay, the focus is inward and upward rather than the customer.

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A dark cloud lays over everything as soon as you enter a "poisoned" company. The overall motivation is low. Errors are covered up or swept together under the carpet. Bad mood is spread everywhere and the rumor mill is heated.

Poisoned companies create a solar eclipse in their hearts

In some organizations, employees spend up to one hour a day working with bosses and companies. Such a climate makes people very sick. But with healthy employees, you can not build a healthy company. And with unfortunate employees do not win happy customers.

If bad mood prevails, it is rarely a good service. Employees are not wizards. It is almost impossible to transform a negative mood in the company into a good mood for the customer. And where you feel uncomfortable, you never go there, you buy nothing! So, however, a death-spirit is starting slowly - certainly a process of poisoning in the truest sense of the word.

Anxiety-pressure-control mechanisms lead to a long-term outcome

Many managers keep the anxiety-pressure-control mechanism still a better choice. But this path leads at most to mediocrity - and in the long run to this end. Absolute excellence at peak level is much more likely to be achieved in a positive environment, especially when the demand for everyone is high.

Because people are - each in his own way - animated by the desire to make a contribution and to experience their own effectiveness. On the other hand, they hate the idea of ​​living a meaningless life. Therefore, employees always need new tasks - be it different or more difficult - to be able to dedicate themselves to creativity, concentration and dedication on their own responsibility.

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Above all, evolution honors overcoming challenges. Our motivational systems are not upgraded until we've made a point. For what we have to do instead of wanting, there are no moments of happiness. And what we learn under pressure can not be reasonably abstracted.

Frightened employees produce maximum median

We were all born as individuals with a free will to shape, to be full of life Sense to lead - and not to be burned up in human chess. Those who feel inferior or are forced to play extras react with a paralyzing feeling of powerlessness.

Fainted, that is, determined by someone else and without power, that makes us very small. On the other hand, employees flourish and start to act entrepreneurially if you give them room to play in the truest sense of the word. Another plus is the "my baby effect": What you have developed (with) yourself, you support with commitment and determination.

Only in creative open spaces can excellence arise. Because creativity - the key resource of the future - needs a lot. And relaxation in the brain, so hilarity. Where there is laughter, the fear disappears. Terrified employees, on the other hand, have the unpleasant quality of delivering at most mediocre work.

Large companies are most affected by the poisoning process

The larger an organization, the greater the risk of becoming a poisoned company. The process of completing the labor market, continuous commands from above, domain segoisms, the deluge of fixed regulations, growth deliberation, arbitrarily set targets, budget stagnation and key figure management support the poisoning process.

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"If overworked people can only do the most urgent things, they work absolutely urgently to make excuses for the consequences of their overwork," ex-IBM chief technologist Gunter Dueck wrote in his book "Schwarmdumm". In addition to the risk of burnout, this primarily results in lies and system fraud. Manipulations are common and a hedging arms race begins. The employees no longer work in willing, but for the controls.

When people crumble

The overstress finally makes the good in people crumble, the work feels like a continuous fight, processes and employees are stupid. Innovations are no longer possible in this scenario. In addition, there is still a need to be saved everywhere, only the management waste a large part of all resources with the management of itself.

Traditional corporations with strong hierarchies and a steel-hard pursuit of maximum yields are incidentally the most affected by decomposition.