Srinivasan R

There is never a contradiction between client demand and employee well being. In any such conflict, employee well being always takes precedence. But the conflict is never between what is committed to the client and what is employee well being. It is always between unkept promise or slacking performance which needs to be recognised and addressed or unreasonable demand which needs to be communicated with the client. Slave driving employees, toxic culture, insensitivity to their special needs are roots of the conflict. Most clients are reasonable but when they are not, if the sales funnel is strong, there is enough confidence to walk out. Else one is stuck in a situation where there is conflict between client demands and employee well being.

Fairness is in the eyes of the beholder. But contradictorily, everyone knows what is fair regardless of what they feel. So fairness starts with how one approaches the team and the task. How is the work allocated and evaluated? Is the reward and reprimand same for all? Does everyone feel encouraged to speak directly and not in hush tones and through someone? Does everyone in the team feel an equal stakeholder in the task? Then fairness is set as a ground rule. Fairness is not just a behaviour but the operating principle and the basis of interaction within the team.

Accountability and Positive workplace are not opposite but complementary. A workplace where 'anything goes' is the most negative place where talent is not recognised, feels suffocated and eventually is left with mediocre people. A workplace where everyone feels accountable is buzzing with activity who take their work and commitment seriously. Accountability transcends hierarchy, levels and designations. So to build a positive workplace an accountability culture is de rigueur. Most leaders mistake accountability for toxicity. An accountable team actually has a lot of fun because nobody hides the bad news and good news travels fast!

Accountability is usually thought in terms of organisation structure, Job Descriptions, KRA, KPI, Goal setting and review. These must be done. But at the end accountability is a culture. Building culture of accountability where everyone feels accountable to the customer and hence each other regardless of the position, hierarchy, title and tenure. It is when the top management feels accountable to the people serving customers and work to make their jobs easier. The whole organisation then starts to feel a sense of accountability beyond the KRAs and KPIs.

No individual works alone in any role - be it corporate or otherwise. One has to collaborate. That's a given. Once this realisation dawns, collaboration is always mutual and two way. When one collaborates, both parties succeed. If not, it is exploitation the very antithesis of collaboration. When you bring yourselves to the table, the other person brings herself. What you receive is a function of what you are willing to give. Collaboration is successful when 'we' is in focus and not I. When you want to succeed as a manager, are you willing to help each team member to succeed? Then your success is assured. As a team member, are you willing to assist each team member to succeed? Then your success is assured. There is no other way.

There are no difficult clients. There are difficult situations at a client which need to be addressed. They might have been created by you and your team or the client by her own actions has created them and seeking help. The only communication strategy that works is be upfront, be candid and sincere and demonstrate empathy. Work out an action plan to address the situation and deliver on it consistently.