One of the most serious challenges that a company can face is complacency. Whether it takes root among the leadership, the team or even their clientele, it can create permanent damage.
Complacency in leadership
You may have heard comments like these if your company’s leaders have become complacent:
- “We’re doing ok. I don’t see any need to change anything.“
- “Our competition will never catch us.“
- “We don’t need to invest in new tooling.“
- “That new startup in our market is doomed. I’m not worried about them.“
- “Our staff doesn’t need training.“
Complacent leadership can produce fear, a lack of confidence and complacency among the staff. Fixing your company’s leadership, including their complacency, is part of your job as a business owner – and that includes your own leadership.
Complacency among the staff
There are at least two kinds of complacency that can creep in here: career complacency and job complacency. They’re often interconnected since someone complacent about the job may also all but given up on career growth. Not everyone has big plans for their career, so don’t assume that someone who isn’t pushing, pushing, pushing isn’t doing a good job – they may simply lack the drive, ambition or need to be your next senior leader.
If someone used to have that drive and ambition and no longer seems to, it’s possible that they’ve checked out and have succumbed to job complacency, which has more context with performance, much less with going the extra mile.
Job complacency, as noted previously, may relate back to leadership, but it may also be the person’s day to day mindset and overall quality of life will affect these things. The conditions of their life and lifestyle affect how they view life, how they work and the nature of their career aspirations. Your staff don’t become new people when they walk in the door.
Anything you can do to help them restore confidence in themselves will impact their job performance. Likewise, fixing things related to their job duties, environment, accountability and responsibility is likely to raise their self-worth outside your walls, not just inside them.
Many people take their jobs quite personally. When they’re in a situation where they don’t have the authority to do their job, or the environment works against them, it can infect their entire lives – enough to make them feel the need to move on, even though the thing you can fix seems trivial.
We’ve all seen it. Someone waiting on you, helping you in a store, helping you over the phone, or even on Twitter. They’re going through the motions. “Your call is important to us“, right?
What creates the complacency that gets a customer support team to that point? Their leadership, certainly. What’s the focus of the customer support manager? What metrics are important? What tools and authority to “make things right” does the team have? These are the things that make a support team vested in the solutions they provide.
A lack of these things can create a seed of cynicism, doubt or negativity that complacency can grab onto. In your service department, you simply can’t afford that.
It’s impossible for a product to be complacent – it doesn’t have a soul of its own.
That said, if those who design and build your products are infected with complacency, your products are quite likely to have it designed and/or built in.
This can happen whether they are “knowledge workers” or the folks in your wood or metal shop. What they design and create isn’t the point – that they have a customer-centric, long-term viability mindset when designing and building things is the key.
Leadership can affect this as well, since products might be designed and built with a strategic goal as well as a revenue goal. Cash flow and sales are important, but does that new product target a new market, a new lead source or does it increase your conversion rate? Does it serve a new tier of customers? Does it encourage the sale of services or increase the lifetime investment of the client?
Products that are not conceived, designed and built with a strategic purpose can create complacency if those who design and build them wonder “Why are we doing this?”
As a leader, your job is to root out complacency at all levels.