Recent surveys have brought to light a prevalent problem involving managers in the workplace and its impact on a company’s ‘culture’.
Let’s face it, even if we adore our jobs, nothing is flawless. Everyone has that one colleague they turn to for a quick vent, especially when deadlines loom or the atmosphere gets tense in the group chat.
Recent research underscores the importance of not maintaining an overly positive demeanor every moment, especially in professional settings. It highlights the potential risks when managers tend to ignore or ‘gloss over’ critical issues.
The latest detrimental habit to infiltrate workplaces, following ‘busy bragging’, is known as ‘glossing’.
As the name suggests, ‘glossing’ occurs when a manager or someone in a senior position overlooks problems, choosing to emphasize the positives and essentially ignoring the underlying issues.
In a study conducted by Mark Murphy’s Company Leadership IQ, involving 27,048 executives, managers, and employees, it was discovered that ‘only 15 percent of employees believe their organization always openly shares the challenges facing it’ and ‘only 24 percent of people say their leader always encourages and recognizes suggestions for improvement.’
Another study by Science of People found that ‘67.8 percent’ of respondents experienced ‘toxic positivity’ within just one week.
‘Glossing’ can lead to several adverse outcomes.
While a bit of positivity can uplift a team, ‘glossing’ often results in employees feeling unheard, disrespected, and undervalued. If left unaddressed, a company’s problems could worsen.
Leena Rinne, Skillsoft’s Global Head of Coaching, mentioned to Business Insider that ‘leaders create culture’. If an employee approaches a meeting with significant concerns and their manager ‘just glosses’ over these, it communicates to the employee ‘that’s what we […] do here’.
This behavior can lead to a breakdown in communication between employees and employers. Rinne adds that if management is ‘less willing to evaluate the problems for better solutions,’ employees will be ‘less willing to take risks and be innovative.’
This approach is evidently unhealthy and could have a snowball effect. When employees’ concerns are glossed over, it leads to unresolved issues, potentially causing feelings of isolation, frustration, and burnout, which can result in sickness. In the worst-case scenario, frequent oversight might drive employees to seek opportunities elsewhere.
If you’re a manager identifying with this and feeling a bit guilty, what steps can you take to stop glossing and mend the past damage?
Initially, acknowledge the issues, clearly state that it’s a challenging ‘period’ that shouldn’t be prolonged, but that it is ‘hard’ on everyone, Rinne suggests.
Show appreciation for everyone’s efforts in sticking together and addressing the issues. Aim to foster a ‘subculture in the larger culture of calm’ ensuring everyone feels ‘seen, heard’, and ‘focused’.
Remember, honesty is the best policy.