There is a show on TNT called Men of a Certain Age that documents the trials and tribulations of three 50-ish men. Of course they’ve created a mashup of all things “middle age” with the characters – the good-looking wannabe actor with a Peter Pan complex. The overweight and overworked married man who needs the sleep apnea machine. The small business owner, recently divorced with a gambling addiction. Oh yeah. And one of them is black. So we’ve got just about everything covered except gay and women – but it’s only season 2. When they add that it will be shark-jumping time.
What’s not to like. Just like my circle of friends.
Don’t Say Anything To The Employees...
The fat, married, black guy recently was handed the reins to a car dealership his father had built from the ground up. As he marks his new territory and starts to make plans for the future he finds out that his father wasn’t the greatest business person in the world and the dealership is in financial dire straits.
In a scene in the most recent episode he admits the problem to his friends (one of whom now works at the dealership – the out of work actor Peter Pan wannabe) and then he says, and I’m paraphrasing...
“Don’t say anything to anyone. I don’t want employees jumping ship.”
The economy has put a hurtin' on the business. I'm guessing more than few companies have a situation like this one. Bad company performance over the last few years, top execs leaving or jumping ship. Rumor mills cranking up to 11.
Here's my question from an employee engagement and motivation standpoint...
Should He Talk to the Team?
Here’s a guy who inherited the problem from his father (who, by the way, is REVERED by the staff) and now he has to deal with the fallout. He has to make the decisions on cutting costs, not expanding, changing the business in order to survive.
And... he has to do it without denigrating or reducing the legacy his father has left behind. Can this guy win?
My gut says – bring the folks together – lay it out on the table and, in logical, non-emotional terms, explain the situation. Unfortunately, the father will lose his un-earned mantle of awe and respect but the son will gain quite a bit. And the business just may survive.
They haven’t solved this dilemma on the program – but I’m guessing they should go my route. I’ll be watching to see how they close this story arc.
What say you?
Have you had an experience where the outgoing leader is revered and respected but in reality left behind a cluster? How did you handle it? Is transparency the way to go – or should you just keep your mouth shut and be the bad guy hoping to solve the problem without opening up the kimono (I just wanted to get that in there somewhere in January – it’s a resolution sort of...)
Hit me in the comments with your thoughts.
I agree completely with your recommendation. Be open and honest and...real...with the employees is always best. They are mature adults, and deserve to know the reality of the situation. Why? Not only because it's the right thing to do, but they will probably be a the best source of ideas to help get out of the mess.
Posted by: Jay Kuhns | January 20, 2011 at 08:13 AM
Thanks for the comment Jay. Intellectually I think it is right. I think though the emotional angle with the father/son dynamic will make for much better TV so I'm guessing they will have him take the hit. Or maybe the father-son dust up when he opens the books would be better tv?
But in the end - if they are happy with the "company" they will understand and he can then create a mission for the team. That would be my plan. Holding back the truth protects one person but could damage them all in the long run.
Posted by: Paul Hebert | January 20, 2011 at 08:18 AM
Paul --- I think open & honest is the only way to go. He should try NOT to make it an attack on the old man, and be focused not on "Why" we're here, but "How" we get out.
Let's see if Hollywood (even in a good show like this) can present it in even semi-realistic terms. Also a good chance to see who's on board, who's out for #1, and who doesn't care to contribute. But getting people on board, and understanding the "Why" of the "How" is key to the "What" (getting out from under).
Posted by: Scott Crandall | January 20, 2011 at 02:33 PM
I agree with your plan of action. Being honest with the employees will gain their trust and respect. If it destroys the fathers reputation in the process...so what? He knew what he was doing when he was making the decisions to put the company in the situation it is and now he will pay the consequences. Opening up the floor to the employees for ways to work out the problem will give them a sense of ownership in the company and keep spirits and attitudes up.
Posted by: Amanda | January 20, 2011 at 02:40 PM
I agree with the your plan of action. I think that sharing the problems with the employees will not only gain their trust and respect, but will give them a sense of ownership of the company if they are able to implement some of their own ideas into resolving the conflict.
Posted by: Amanda | January 20, 2011 at 02:52 PM
Great point Scott - focus on next steps not past steps. Positioned right he doesn't even have to address how they got there. Just... here's the story - how do we move forward. Thanks for weighing in!
Posted by: Paul Hebert | January 20, 2011 at 03:17 PM
Thanks for engaging here Amanda... and I concur that being open and enlisting the employees in the solution is a great way for them to really engage in the business at a much deeper level - a level that will help everyone in the long run.
But it will make for an uncomfortable Thanksgiving Dinner!
Posted by: Paul Hebert | January 20, 2011 at 03:18 PM