If you’re keen on 1960’s television, you’ll absolutely remember the comedy Hogan’s Heroes. If not, let me offer you some background information. It was mounted in a prisoner of battle camp in Germany in the course of World War II. Lead by a north american Colonel by the name of Hogan, a grouping of POW’s manipulate a group of bumbling German guards and police officers to sabotage the German born war machine.
One on the main characters in this épigramme was Sergeant Schultz, a large burly teddy bear of a officer who could be easily bribed with food and avoided issue like the plague. Whenever this individual saw the prisoners interested in some sort of wrong doing, however say: “I see practically nothing, I hear nothing and i also know nothing.” Schultz would then turn around in addition to walk away pretending as if practically nothing happened.
Although the TV sequence has been off the air for several years, the spirit of Sgt Schultz continues to live on taking place.
I have encountered numerous supervisors and managers through my career who act like Sergeant Schultz. Regularly, they postpone taking just about any action because they want to prevent unpleasant discussions with personnel, or they don’t want to danger getting employees upset. Often they just wait in addition to wonder if the problem is really worth mentioning at all. Other times they prevent taking corrective action as they feel they don’t have the help of senior management. Often, it’s because they lack the skill sets and abilities to manage these kind of conditions.
In most situations, however, procrastination works to drawback of the employee, management plus the organization. The longer a worker is allowed to perform with unacceptable levels, the more difficult it can be for them to correct the fact that performance. An employee who carries out unacceptably damages their associations with others and seems to lose credibility. That credibility can be quite difficult to regain if the issue continues for very long.
Your credibility as a leader may also suffer, because you eventually get rid of the respect and synergy of your team if you stay away from your responsibility to coach to get improvement. Unchecked poor efficiency and unmonitored problem habits erode the standards you have structured on confusing and frustrating those people employees who are meeting these types of standards.
Failure to correct some sort of performance or work behaviors problem can also have far reaching outcomes on each member of your staff. If one employee doesn’t produce as expected or breaks or cracks established work rules, a possibility fair to others who need to pick up the slack as well as who rightfully expect all people to follow the rules.
I when worked at a place in which the Sergeant Schultz syndrome blossomed. It was a very unhealthy work place. Unacceptable behavior went uncontrolled and unchallenged and thus started to be the norm. Employees and supervision did not respect one another, absenteeism ran around 25%, comfort was abysmally low plus the business was suffering. There was clearly no order or construction. It was as c get rid of to chaos as you may get. Needless to say, it took a tremendous amount of one’s and time to turn your situation around and make the behavior adjustments that were required.
If you intend to avoid these types of situations on a, ban Sergeant Schultz. Exil him to Siberia. She has a nice guy, but as Leo Durocher, the late director of the Chicago Cubs when said, “Nice guys complete last.” Nobody wants to finish last!!