Dynamics of Diversity
by:Carletta Pennington
October 2006
Why ignoring employee differences will cost you.
Sometimes, what you think might prevent a staffing problem, really doesn't. Consider Mike, a 40-something, newly appointed manager for a mid-size RV dealership. He's having trouble retaining employees but can't understand why. He thinks he's gone out of his way to act in their best interest. He's especially made it a point to treat all his workers the same way — the way he, himself, likes to be treated. So what's wrong?
While some believe it achieves equity in the workplace and subscribe to it with the best of intentions, the practice of managing everyone the same way can ultimately do more harm than good. The reality is that most people will tolerate a homogenized, one-size-fits-all work environment for only so long.
Over time, human beings need to be recognized for their unique perspectives, abilities, strengths, weaknesses, needs and desires. Doing anything less is an injustice to each individual. Don't unwittingly make a mistake of unfairly ignoring differences between the conservative, the wild, the rule-abiding and the non-conformist characters on your team.
Lackluster management
There can be several reasons for frequent employee turnover, but the two most common ones are that the departing worker is either a bad fit for the job or the victim of mismanagement. Before assuming a person is a bad fit for the job, it's probably worthwhile to honestly assess whether a lackluster performance might be due to mismanagement. And treating everyone the same way can be arguably considered mismanagement.
How flexible are you as a manager? Even though it may be impossible to change your basic personality, you can adopt various leadership styles. In our private life, we've learned to conduct ourselves differently depending on where we are and who we're with. We modify our approach, push certain buttons (and avoid others), depending on whether we're interacting with a confrontational spouse, an apprehensive child or a friendly neighbor. The same can be done at the dealership.
Would you follow you?
To be a good leader, you need to ensure people want to follow you. This calls for the establishment of trust and an alignment of values. Managers function as coaches, advisors and facilitators as well as evaluators, decision-makers and commanders. To competently fulfill all of these roles and maintain the spirit of your entire team, you need to play into each individual's basic personality, typical reactions and specific expectations. To do that, you'll need to know everyone well enough to recognize differences — and not treat them the same.
Behavioral assessment tools are rising in popularity, as they allow managers to gain the insight into their employees that is so desperately needed. Companies are looking for ways to improve the hiring/management process and learn to become savvier when it comes to maintaining morale and keeping employees both happy and challenged enough to stay long term. The Omnia Profile is an evaluation tool utilized by many RV dealerships. It not only provides insight but also allows the behavioral traits of a job applicant or existing employee to be weighed against those of a specific manager.
For example, how might that seemingly conservative sales candidate relate to your unabashedly electrifying management style? Are there ways to better communicate with the technically minded employees on your staff, the ones who always seem so serious? Having insight about a person's innate traits, his or her behavioral wiring, allows you to gain control, an upper hand. You can know in advance which management techniques to use and which to abandon when interfacing with specific team members.
Gaining a clearer understanding of the unique behaviors and needs of your workers also broadens you as a manager. It allows you to key in to the reason behind others' actions to encourage those that are positive while reducing the negative ones. Sometimes we blame poor attitudes or bad performance on the person demonstrating them. But there are undoubtedly other occasions when your subordinate's negative response is a by product of YOUR mindset.
Recognize behavioral differences
We often become exasperated and upset when others fail to respond the way we expect. However, not every action you take will trigger the same anticipated reaction from every member of your team. For example, some RV sales superstars will strive to earn not only huge commission checks, but also prestige, special favors and time in the limelight. They can appreciate a specially designated parking spot, an impressive wall plaque or the attention that comes with being recognized as “Employee of the Month.” Any extra status symbol that singles them out or makes them feel privileged and spurs them on.
Other sales pros might seem uninterested if you offer them such perks. They may see them as too “gimmicky” and will respond best to a less flamboyant reward system. There are some on your staff, who may prefer to hear your insightful feedback over shouts of praise. These are your pensive, consultative salespeople who achieve their success by offering your customers more facts and less hype; they provide candid answers and usually listen attentively.
Recognizing behavioral differences gives you a better understanding not only of employees but also of the effect you have on them. Take the time to know the needs of your staff and then, as best you can, fill those needs. This seems like an easy way to keep employees happy and decrease turnover, but, many managers overlook the obvious.
Originally published October 2006 in RV Trade Digest.
Carletta Pennington is a senior consultant with The Omnia Group. She helps clients better understand and motivate their employees by providing them with appropriate hiring and management tools. She can be reached at (800) 525-7117, Ext. 1226, or via email at cpennington@omniagorup.com
