“Joe, I’m so tired of this ___________ , ______________, __________! I just met with Lou and he ripped me a new __________ hole. I don’t care about you, your people, or anybody else – get it done!”
You fill in the blanks. If you’ve been working long enough, you realize that it happens and I’m sure you’ve been a part of it in one way or another. Yep, the trickle-down effect and the spill that spreads all around. In part, I call it the Jelly-Doughnut Principle. When you push down on two stacked doughnuts, you get a mess.
Managers and supervisors are sometimes used to getting dumped on from above. Maybe an undeserved emotional outburst from their boss or a mean-spirited decision that somehow trickles down – it can be ugly. What happens next? Well, the manger or supervisor who just got knocked down by the outburst or anger-driven decision starts to take on that affect. These individuals now push down on their workers with similar emotional force, mean-spirited decisions, or unfair decision-making. Did the workers deserve that outburst? Were they aware of what was happening above them? Often, workers do not deserve it, and the trickle-down can be harmful.
Managers and supervisors have to be made aware of their negatively imposing, trickle-down behaviors and how their actions might affect those they supervise. They have to help ensure that the trickle stops with them and their workers don’t unnecessarily receive the wrong signals, that can lead to increased exposures and poor decision making, which may lead to errors and accidents.
Supervisors are a direct conduit to their workers when it comes to both the good and bad. At times, front-line leaders take on the persona and behaviors from those above them. All individuals in this chain have to be made aware of the trickle-down effect, learn to manage it, compartmentalize it, and to de-personalize it. Sometimes that takes training, and open and honest communications.