Which side of the divide are you on - are you a We or They? The they’s and we’s have been at odds before the Hatfields and McCoys starting shooting at each other. The We–They Divide is not unique or new. It has existed since the dawn of employee-manager relationships and to this day it continues to infect, constrain, and confound organizations and leaders. The impact of the We–They Divide on an organization is similar to any infection: Inevitably, it takes a toll on everyone. It diminishes work efficiency, quality, and organizational resilience, and can be the difference between success and failure.
The divide is not just an employee satisfaction or morale issue, though; it strikes at an organization’s bottom line. Towers Perrin’s 2008 Global Workforce study found that We–They Divides have negative consequences on operating margins, but, conversely, if a divide is reduced it can improve an organization’s bottom line.
With all the financial, quality, performance, safety, and competitive risks this kind of divide exposes an organization to, and with all the research that validates its existence, why do organizational leaders continue to underestimate its impact?
For many, the We–They Divide is untraveled territory with few or trusted maps available to assist them in navigating their way. Traditional organizational constraints like limited financial resources are issues most leaders feel equipped to handle. They can close gaps by reducing or cutting expenses, look for additional financing, or increase revenue by reaching more customers or raising prices. When it comes to the We–They Divide, the solutions are less formulaic.
Feeling less confident, lacking in experience, and without training in how to recognize and approach the issue, many leaders are slow to address divides in their workplace. One manager explained to me, “We have only one chance to get this right, therefore we need to go slow.”
While slow approaches usually indicate thoughtfulness and precision, in this case it indicates a lack of experience, confidence, and trust. The manager’s adherence to a slow approach only increases the chances that his workplace’s infection of disconnection will spread and widen the divide, making treatment that much more difficult. Employees are more concerned about serious commitments to address the We – They Divide than they are of mistakes.
What Is the We–They Divide and the Reality of Perception
The Conference Board, a global, independent business membership and research organization working in the public interest since 1916, developed a definition for a concept called employee engagement, which describes the degree of emotional and intellectual connection or disconnection an employee has for his/her job, organization, manager, and coworkers that, in turn, influences and motivates him/her to give and apply additional discretionary effort to his/her work.
The We–They Divide is the emotional and intellectual distance between leaders and employees—it is the degree of disconnect.
Human behavior is based on perception. Therefore, whether correct or incorrect, fair or unfair, perceptions are each person’s (group’s) reality, and it is these perceptions that create the divide: We Perceptions vs. They Perceptions.
Our perceptions create a set of default assumptions that remain the undercurrent of our thoughts and feelings regarding any given topic. A common perception I hear from employees concerns the “invisibility of leaders.” It sounds like this: “We never see him. The only time he leaves his office is when something negative happens. Then he’s in our face wanting answers.”
It’s not difficult to predict the assumptions that could arise from this type of perception. While some employees might assume their leader doesn’t care about them, others might assume you only receive attention when you do something wrong. The worst? Some might believe their leader thinks he or she is too good to associate with them.
Sadly, most leaders are taken aback to hear of their employees’ assumptions. “I never knew.” While some immediately commit to change, others start explaining, defending, and offering examples of employee engagement. The space between these two perceptions is another example of the We–They Divide.
Though some believe they cannot control what others think and assume, and that “no matter what is done employees will always find something else to complain about,” we know this not to be the case. There are a number of methods and approaches that leaders and organizations can take to reduce divide. There are six We -They Divide Prevention Measures leaders can take to positively influence employee perceptions and assumptions that will prevent the divide from widening—and even begin to reduce it.
However, it does takes a much more comprehensive initiative to transform a We–They Culture in which employee disengagement is a serious impediment and threat to an organization’s optimal performance to a We Culture. For insight how a client organization accomplished this read, Leaders Don't Motivate - They Create The Conditions For Self-Motivation on this site.
The following are We–They Divide Prevention Measures taught by Nicole Gravina, Ph.D. When leaders integrate and apply these concepts while making decisions, communicating with employees, designing systems/processes, and working with each other, they can minimize the perception of the divide and increase cooperation and commitment from employees.
Proximity: Employees take particular notice if leaders are in close proximity or if they are distant, and the perception of distance increases the divide. Therefore, a lack of physical, social, and emotional presence by a leader contributes to negative perceptions and assumptions in the We–They Divide. Communicating primarily by email, not attending or holding employee meetings and the absence of informal social contact in meetings, and being absent at informal and formal social events can all contribute to the perception that a leader doesn’t like us, care about us, or understand us.
Leaders must be proactive in their efforts to finding ways to bring themselves into closer proximity with their employees. If your office is distant from the people you manage, schedule time on a regular basis to leave your office and meaningfully interact with your employees in their space. Take time to learn about their social and family situations. Engage on a social level.
Similarity: is to work against the common perception that leaders are better and more privileged than their hourly workforce. Employees understand that leaders are paid differently and have additional benefits, but they don’t like when their leaders present themselves as better, smarter, wiser, or more privileged. The more you can emphasize your common human similarities, the closer a connection (emotional proximity) will be between a leader and his/her employees. Though you may be fortunate enough to rise on the corporate ladder, never lose sight of where you came from and the people who helped you climb that ladder along the way.
Much to their disadvantage, leaders operate in bubbles and cast long shadows. Seldom do they receive unvarnished feedback, which they need in order to understand employee perceptions and behavior. To be an effective leader, one must create opportunities and structural mechanisms that allow for unfiltered feedback.
Inconsistent Application of Rules and Policies: Nothing is more irritating to employees—or sends the “I’m better” message—than when leaders excuse themselves from basic workplace policies. Management should always demonstrate its similarity and commitment by adhering to its own rules.
Opposing Goals: Are the goals established in various areas of the organization interdependent or independent of the organization’s overarching mission? I have seen incentive structures for a sales groups conflict with the corporate responsibility and quality departments, and instances when safety procedures and goals in a manufacturing organization are not followed because they would have interrupted production goals. Is your team aligned?
Differences in Availability of Resources, Time, Feedback, and Recognition: Everyone notices if someone else gets more than they do. If you had brothers or sisters, you know what I mean. Leaders need to be attentive to this aspect of human nature. If an employee or a group of employees perceives that someone is getting more than they are, not only will they think this it unfair, they’ll also feel less important. I’m not simply referring to hard resources like money and equipment, but the softer and less tangible resources such as demonstrations of appreciation and recognition.
Though many leaders don’t value recognition as a resource, employees do. Leaders who understand and develop a practice of appreciation and recognition are providing employees with emotional and psychological resources that will motivate and strengthen their commitment for years to come.
Lack of Information and Follow-Through: Assuming people know and understand your intentions and your purpose, and that of the organization, is a mistake. Communicate, communicate, and communicate more. Leaders must set a goal to actively communicate and solicit feedback from employees and not stop until you hear, “You’re killing us with all this communication!” Once you hear this statement, you’ll know you’re on the right track.
Follow-through is the period at the end of a sentence. One of the downfalls of employee suggestion programs is that employees seldom get feedback or follow-through on the status of their suggestion. Employees will hang onto an issue until they feel the loop has been closed, leaders must follow through, which in turn builds trust. A colleague of mine, Richard Hews, instructs managers on the “Cycle of Commitment or Promise. One of the essential aspects or steps in the cycle is the declared satisfaction. It is here where the initiator and the performer declare their satisfaction if the request was completed to the requirements.
Punishment-Oriented Culture: Nothing is more destructive than a culture in which a hammer is the primary leadership tool and every employee feels like a nail. It is divisive, creates aggression, and kills engagement. No high-performance culture is built on a foundation of punishment. This type of culture only exacerbates the We–They Divide, turning it into a chasm.
Summary
The We–They Divide is a silent and serious threat that can strike the bottom line of an organization and jeopardize its stability and competitiveness. Disaffected and disengaged employees lack the commitment, creativity, and energy to give their discretionary effort. And in a continuously changing and challenging global marketplace that rewards efficiency, quality, service, and dependability, a disengaged workforce diminishes the ability and capacity to deliver on these requirements.
As serious as the consequences of the We–They Divide are, the benefits of crossing and closing the divide are that much greater. An engaged workforce not only contributes directly to an organization’s bottom line, but it also provides energy, commitment, and resilience in a world in which the potential for adversity is just around the corner.
Ultimately, the We–They Divide is about relationships. It’s not about giving and taking and winning and losing; it’s about respecting and responding to basic human needs. Take the first step and discover how rewarding leading a WE culture can be personally, professionally, and organizationally.
The divide is not just an employee satisfaction or morale issue, though; it strikes at an organization’s bottom line. Towers Perrin’s 2008 Global Workforce study found that We–They Divides have negative consequences on operating margins, but, conversely, if a divide is reduced it can improve an organization’s bottom line.
With all the financial, quality, performance, safety, and competitive risks this kind of divide exposes an organization to, and with all the research that validates its existence, why do organizational leaders continue to underestimate its impact?
For many, the We–They Divide is untraveled territory with few or trusted maps available to assist them in navigating their way. Traditional organizational constraints like limited financial resources are issues most leaders feel equipped to handle. They can close gaps by reducing or cutting expenses, look for additional financing, or increase revenue by reaching more customers or raising prices. When it comes to the We–They Divide, the solutions are less formulaic.
Feeling less confident, lacking in experience, and without training in how to recognize and approach the issue, many leaders are slow to address divides in their workplace. One manager explained to me, “We have only one chance to get this right, therefore we need to go slow.”
While slow approaches usually indicate thoughtfulness and precision, in this case it indicates a lack of experience, confidence, and trust. The manager’s adherence to a slow approach only increases the chances that his workplace’s infection of disconnection will spread and widen the divide, making treatment that much more difficult. Employees are more concerned about serious commitments to address the We – They Divide than they are of mistakes.
What Is the We–They Divide and the Reality of Perception
The Conference Board, a global, independent business membership and research organization working in the public interest since 1916, developed a definition for a concept called employee engagement, which describes the degree of emotional and intellectual connection or disconnection an employee has for his/her job, organization, manager, and coworkers that, in turn, influences and motivates him/her to give and apply additional discretionary effort to his/her work.
The We–They Divide is the emotional and intellectual distance between leaders and employees—it is the degree of disconnect.
Human behavior is based on perception. Therefore, whether correct or incorrect, fair or unfair, perceptions are each person’s (group’s) reality, and it is these perceptions that create the divide: We Perceptions vs. They Perceptions.
Our perceptions create a set of default assumptions that remain the undercurrent of our thoughts and feelings regarding any given topic. A common perception I hear from employees concerns the “invisibility of leaders.” It sounds like this: “We never see him. The only time he leaves his office is when something negative happens. Then he’s in our face wanting answers.”
It’s not difficult to predict the assumptions that could arise from this type of perception. While some employees might assume their leader doesn’t care about them, others might assume you only receive attention when you do something wrong. The worst? Some might believe their leader thinks he or she is too good to associate with them.
Sadly, most leaders are taken aback to hear of their employees’ assumptions. “I never knew.” While some immediately commit to change, others start explaining, defending, and offering examples of employee engagement. The space between these two perceptions is another example of the We–They Divide.
Though some believe they cannot control what others think and assume, and that “no matter what is done employees will always find something else to complain about,” we know this not to be the case. There are a number of methods and approaches that leaders and organizations can take to reduce divide. There are six We -They Divide Prevention Measures leaders can take to positively influence employee perceptions and assumptions that will prevent the divide from widening—and even begin to reduce it.
However, it does takes a much more comprehensive initiative to transform a We–They Culture in which employee disengagement is a serious impediment and threat to an organization’s optimal performance to a We Culture. For insight how a client organization accomplished this read, Leaders Don't Motivate - They Create The Conditions For Self-Motivation on this site.
The following are We–They Divide Prevention Measures taught by Nicole Gravina, Ph.D. When leaders integrate and apply these concepts while making decisions, communicating with employees, designing systems/processes, and working with each other, they can minimize the perception of the divide and increase cooperation and commitment from employees.
Proximity: Employees take particular notice if leaders are in close proximity or if they are distant, and the perception of distance increases the divide. Therefore, a lack of physical, social, and emotional presence by a leader contributes to negative perceptions and assumptions in the We–They Divide. Communicating primarily by email, not attending or holding employee meetings and the absence of informal social contact in meetings, and being absent at informal and formal social events can all contribute to the perception that a leader doesn’t like us, care about us, or understand us.
Leaders must be proactive in their efforts to finding ways to bring themselves into closer proximity with their employees. If your office is distant from the people you manage, schedule time on a regular basis to leave your office and meaningfully interact with your employees in their space. Take time to learn about their social and family situations. Engage on a social level.
Similarity: is to work against the common perception that leaders are better and more privileged than their hourly workforce. Employees understand that leaders are paid differently and have additional benefits, but they don’t like when their leaders present themselves as better, smarter, wiser, or more privileged. The more you can emphasize your common human similarities, the closer a connection (emotional proximity) will be between a leader and his/her employees. Though you may be fortunate enough to rise on the corporate ladder, never lose sight of where you came from and the people who helped you climb that ladder along the way.
Much to their disadvantage, leaders operate in bubbles and cast long shadows. Seldom do they receive unvarnished feedback, which they need in order to understand employee perceptions and behavior. To be an effective leader, one must create opportunities and structural mechanisms that allow for unfiltered feedback.
Inconsistent Application of Rules and Policies: Nothing is more irritating to employees—or sends the “I’m better” message—than when leaders excuse themselves from basic workplace policies. Management should always demonstrate its similarity and commitment by adhering to its own rules.
Opposing Goals: Are the goals established in various areas of the organization interdependent or independent of the organization’s overarching mission? I have seen incentive structures for a sales groups conflict with the corporate responsibility and quality departments, and instances when safety procedures and goals in a manufacturing organization are not followed because they would have interrupted production goals. Is your team aligned?
Differences in Availability of Resources, Time, Feedback, and Recognition: Everyone notices if someone else gets more than they do. If you had brothers or sisters, you know what I mean. Leaders need to be attentive to this aspect of human nature. If an employee or a group of employees perceives that someone is getting more than they are, not only will they think this it unfair, they’ll also feel less important. I’m not simply referring to hard resources like money and equipment, but the softer and less tangible resources such as demonstrations of appreciation and recognition.
Though many leaders don’t value recognition as a resource, employees do. Leaders who understand and develop a practice of appreciation and recognition are providing employees with emotional and psychological resources that will motivate and strengthen their commitment for years to come.
Lack of Information and Follow-Through: Assuming people know and understand your intentions and your purpose, and that of the organization, is a mistake. Communicate, communicate, and communicate more. Leaders must set a goal to actively communicate and solicit feedback from employees and not stop until you hear, “You’re killing us with all this communication!” Once you hear this statement, you’ll know you’re on the right track.
Follow-through is the period at the end of a sentence. One of the downfalls of employee suggestion programs is that employees seldom get feedback or follow-through on the status of their suggestion. Employees will hang onto an issue until they feel the loop has been closed, leaders must follow through, which in turn builds trust. A colleague of mine, Richard Hews, instructs managers on the “Cycle of Commitment or Promise. One of the essential aspects or steps in the cycle is the declared satisfaction. It is here where the initiator and the performer declare their satisfaction if the request was completed to the requirements.
Punishment-Oriented Culture: Nothing is more destructive than a culture in which a hammer is the primary leadership tool and every employee feels like a nail. It is divisive, creates aggression, and kills engagement. No high-performance culture is built on a foundation of punishment. This type of culture only exacerbates the We–They Divide, turning it into a chasm.
Summary
The We–They Divide is a silent and serious threat that can strike the bottom line of an organization and jeopardize its stability and competitiveness. Disaffected and disengaged employees lack the commitment, creativity, and energy to give their discretionary effort. And in a continuously changing and challenging global marketplace that rewards efficiency, quality, service, and dependability, a disengaged workforce diminishes the ability and capacity to deliver on these requirements.
As serious as the consequences of the We–They Divide are, the benefits of crossing and closing the divide are that much greater. An engaged workforce not only contributes directly to an organization’s bottom line, but it also provides energy, commitment, and resilience in a world in which the potential for adversity is just around the corner.
Ultimately, the We–They Divide is about relationships. It’s not about giving and taking and winning and losing; it’s about respecting and responding to basic human needs. Take the first step and discover how rewarding leading a WE culture can be personally, professionally, and organizationally.
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