MZMORALE ZEROthe antithesis of employee engagement
DIRECTIVE 060 / POWER

DON'T BRING ME PROBLEMS

Bad news should arrive only after the employee has made it good news.

Require employees who raise concerns to arrive with a complete solution, quantified impact and implementation plan. Treat unresolved warnings as negativity. Eventually, the organization will receive fewer problems in meetings.

Primary: POWERFEEDBACKFAIRNESS
RATIONALE
Requiring solutions filters complaints and keeps leadership attention concentrated on actionable information.
SUCCESS INDICATOR
Leaders hear fewer concerns while the underlying rate of concern remains impressively difficult to measure.
COMMON FAILURE
Creating channels where employees can raise incomplete concerns, weak signals and inconvenient information without needing authority or certainty they do not possess.
STATUS
Canonical / approved

Reconstructed Handbook series.

THE UNFORTUNATE PART

Unfortunately, the research…

Claim

Employee voice and silence concern whether workers communicate or withhold suggestions, concerns and problem information upward. Research shows that perceived risk, expected efficacy and leader behavior influence whether employees speak up or remain silent.

Evidence

Major reviews of the voice-and-silence literature describe silence as potentially depriving organizations of useful information and identify managerial openness, perceived safety and beliefs about whether speaking up will matter among central influences on upward communication.

Strength: Strong

Sources

The Directive is satire. The research summary is not. Evidence is stated separately and qualified to the underlying literature rather than treated as proof of the joke.

PREVIOUS

MAKE AN EXAMPLE OF THEM

NEXT

MONITOR EVERYTHING