WHY are some organisations failing, yet others are winning?
Probably this is one question you are asking yourself as a leader.
You have always wanted more for the company, but the inverse seems to win; your organisation might be diseased or disabled by structural noise.
If a leader does not know the noise, and where it’s coming from, they might try everything in their might, but to their demise, dearth and even death.
What is structural noise?
Structural noise in a company refers to the hidden inefficiencies, misalignments, and distractions built into the organisation’s systems, processes, or culture.
This prevents employees, people or team players from working or contributing effectively.
Below are signs of symptoms of a polluted organisation.
Vortex effect
Corporate politics leads to structural noise.
This creates a culture of toxicity, and lack of trust within employees and power frictions.
In such an instance, if the lower employee does not appease the CEO, he is in danger of being demoted or dismissed.
You have to please the leader.
But is that the role of an employee? No!
The employee should be confident to contribute or question an idea that might harm the organisation.
Also, he must be afraid to make meaningful contributions for the progress of an organisation.
To add to the above, Patrick Lencioni, in his book The Advantage (2012: 75) says: “There is probably no greater frustration for employees than having to constantly navigate the politics and confusion caused by leaders who are misaligned. That’s because just a little daylight between members of a leadership team becomes blinding and overwhelming to employees one or two levels below.”
Lack of clarity
Firstly, some companies have poor leaders at the helm.
They are employed, and they have a position, but they have no direction.
Such leaders are not clear as to what should happen.
Secondly, because they suffer lack of personal clarity, they can’t send a clear message to those that implement it or execute duties.
Those that are below are afraid to contribute their ideas as such, and they become helpless victims of the leader’s lack of clarity.
The dysfunctions of teams
One of the major roles of a leader, or manager, is to make sure that the team works effectively.
One mistake that leaders make is their inability to build strong teams.
Great teams are built. Every team has conflict, misunderstandings and a great leader knows how to effectively use conflict and misunderstanding to the growth and progress of an organisation.
The all-knowing leader
Thinking that as a leader or manager you know everything is noise.
The “I-Know-it” Syndrome is a great disease to any organisation.
Great leaders know how to ask for help from anyone.
But before you ask for a hand, you must touch the heart first.
Firstly, a leader must be vulnerable to accept that they have weaknesses and flaws.
Secondly, they must ask for feedback from their employees about themselves.
For example, a few questions you could ask are: “What’s that one behaviour I have as your leader that might be impeding progress?”
“What weakness do you think I should fix, for the good of our company?”
“What that character trait do you think I exude, but has negative effects on other team
members?”
When other employees start to correct you as a leader, that does not only help you, but it also helps them to be open towards you and each other for the success of the organisation.
A leader must develop a culture of candor, where employees start to give truthful feedback to the boss.
As a leader/ manager, “Don’t just ask for feedback, but tell and show your employees it is expected. Put feedback as the first or last item on the agenda so that it’s set apart from operational discussions.” (Reed Hastings and Erin Meyer 2020: 23-24)
Parting point: Any glitch or blip kills a company.
Unprocessed noise does not bring a sweet melody.
Like a symphony, the leader should know how to process noise, through knowing the best instrument to play, and the talent to
use.
That ceases to be structural noise, but structured melody.