Mixed Signals, Mixed Results

Managers who give their teams mixed messages get mixed results.

Examples include:

• Asking for feedback and then deflecting critiques.
• Asking to focus on quality but also speed and cost.
• Asking to prioritize a critical task but not following up.

In all examples above, employees receive mixed signals. Does my manager really want me to say what I think? Is quality really the priority? Is the task really critical?

This principle surely applies to individuals. For example, those with mixed feelings about money have trouble taking decisive action to improve their income.

But this principle also applies to business. Managers who give their teams mixed messages get mixed results. When they ask for feedback, they should demonstrate that they really want to hear what their team has to say. When they assign a priority, they should explicitly address that everything else is less important. And when they assign a task saying it’s important, they should follow up as if it were.

Mixed signals are the #1 reason change initiatives fail

Whenever a manager introduces a new process, their team have a question at the back of their mind: "Is this going to stay? Or will it be abandoned after a few weeks?"

To answer this question, employees look at their manager's behavior. Is the manager following up on the new process and acting as if it were important? Or is the manager acting as if they didn't care?

Hence, it is critical that managers send clear signals that the new processes are important and there to stay. Otherwise, they migth as well not try and not waste anyone's time.