When an employee or work-group does not receive complete and honest feedback, complacency abounds. For example, some managers have a hard time providing negative feedback, leading their employees to believe that sub-par performance is actually adequate. If an electrician’s supervisor continually fixes wiring errors but fails to admonish or even mention the mistakes, then the electrician will think that his work is good. Furthermore, the longer this supervisor continues to silently correct the mistakes, the stronger the feelings of complacency that arise. After years of this behavior, the electrician might think quite highly of his performance, which is actually dangerous and shoddy.
In this author’s experience, lack of supervisory feedback can be detrimental to an entire team. For example, I worked as a server in a large marina-restaurant that had recently undergone new ownership. The new management team put in place several new practices and procedures, but failed to ensure the employees were operating within the new guidelines. As a result, I was not properly trained on the specifics of our new happy-hour promotions and discounted too many drinks during too long a time period on weekdays (previous management had a longer happy hour where every bar drink was discounted). I over-discounted drinks for several weeks before management noticed and corrected my behavior. Furthermore, almost the entire staff was misusing the happy-hour discounts during this time. The new employees who trained with me were trained improperly, while the older employees, aware of the change, continued to misuse the system after observing our behavior. The older employees knew better, but saw no reason to change their behavior because they observed the new employees over-promoting beverages from the bar. In other words, the entire team over-discounted drinks for several weeks because management failed to ensure proper training and implementation of the new protocols. Complacency cost the organization several thousands of dollars, and also cost the employees, who are tipped on their sales.
Feedback does not always come from a supervisor, however. Rosene (2002) identifies four specific areas or “Gaps” that are both predictors and outcomes of complacency. Her model describes a culture of complacency, where complacent managers allow these four gaps to exist, causing complacent performance by the employees. The four organizational zones are: information—does the organization have accurate and complete information on what the clients or consumers want/expect? Standards—do the employees have a complete understanding of the performance and service standards necessary for success; furthermore, are these standards adequate? Delivery—are deliverables created to the “bare-minimum” of client’s expectations, or does the final product go above-and-beyond? And interpretation--how is sub-par performance explained within an organization: are employees’ shortcomings justified or excused? Are dissatisfied customers blamed or accommodated? If a client does not complain but also does not return, is that interpreted as a success or as a failure?
A communication failure at any of these four levels indicates complacent management and also may lead to complacent employee performance.
In this author’s experience, lack of supervisory feedback can be detrimental to an entire team. For example, I worked as a server in a large marina-restaurant that had recently undergone new ownership. The new management team put in place several new practices and procedures, but failed to ensure the employees were operating within the new guidelines. As a result, I was not properly trained on the specifics of our new happy-hour promotions and discounted too many drinks during too long a time period on weekdays (previous management had a longer happy hour where every bar drink was discounted). I over-discounted drinks for several weeks before management noticed and corrected my behavior. Furthermore, almost the entire staff was misusing the happy-hour discounts during this time. The new employees who trained with me were trained improperly, while the older employees, aware of the change, continued to misuse the system after observing our behavior. The older employees knew better, but saw no reason to change their behavior because they observed the new employees over-promoting beverages from the bar. In other words, the entire team over-discounted drinks for several weeks because management failed to ensure proper training and implementation of the new protocols. Complacency cost the organization several thousands of dollars, and also cost the employees, who are tipped on their sales.
Feedback does not always come from a supervisor, however. Rosene (2002) identifies four specific areas or “Gaps” that are both predictors and outcomes of complacency. Her model describes a culture of complacency, where complacent managers allow these four gaps to exist, causing complacent performance by the employees. The four organizational zones are: information—does the organization have accurate and complete information on what the clients or consumers want/expect? Standards—do the employees have a complete understanding of the performance and service standards necessary for success; furthermore, are these standards adequate? Delivery—are deliverables created to the “bare-minimum” of client’s expectations, or does the final product go above-and-beyond? And interpretation--how is sub-par performance explained within an organization: are employees’ shortcomings justified or excused? Are dissatisfied customers blamed or accommodated? If a client does not complain but also does not return, is that interpreted as a success or as a failure?
A communication failure at any of these four levels indicates complacent management and also may lead to complacent employee performance.