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How’s the Morale on Your Team?

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  • Richard Martin
  • October 15, 2012
  • 10:38 pm
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Richard Martin

Richard Martin empowers leaders to outmaneuver uncertainty and drive change through strategic insight and transformative thinking.
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Two essential skills of highly effective leaders are the ability to assess the morale and mood of their team, and the ability to maintain morale in the face of difficulties and obstacles. This is something I talk about extensively in my new book, Brilliant Manoeuvres: How to Use Military Wisdom to Win Business Battles.

Morale is the willingness of an individual, team or organization to win and to succeed. Many people confuse true morale with superficialities such as mood. They take good humour and happy, peaceful feelings as signs of good morale when they are nothing but an adjunct to morale, and a peripheral one at that.

In other words, just because people complain, it doesn’t mean that morale isn’t good. Strong morale is built upon unity of purpose and action, determination to succeed and cohesion in the face of opposition, disruptions, uncertainty, friction and obstacles.

How is the morale in your team?

  • Do you sense that people in your team have hope? Is the language they use optimistic and hopeful, or pessimistic and despairing?
  • Are people making plans for the future with themselves in the plans, or are they instead making plans to abandon ship?
  • Do people have a lot of idle time, or are they working on ways to continually improve the organization and its performance?

How is the mood in your organization?

  • Are people happy to be working together? Do they joke around or are they morose?
  • Do people complain a lot in your organization? What do they complain about? Do they complain about superficial things and minor creature comforts, or are they more focused on substantial issues?
  • Do people feel free to approach management with issues, or do they let them fester and lead to grievances?
  • Are people making suggestions to improve things as a whole, so the team can achieve its mission and goals, or are they focused on their own issues to the exclusion of the team’s?
  • Is there a major discrepancy in perks and privileges between management and the rank and file of the organization? Large differences in this regard can breed resentment and anger in employees and lower level managers.

© 2012 Richard Martin


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Richard Martin, President of Alcera Consulting Inc.

Richard Martin

Richard Martin is the President of Alcera Consulting Inc., a strategic advisory firm collaborating with top-level leaders to provide strategic insight, navigate uncertainty, and drive transformative change, ensuring market dominance and excellence in public governance. He is the author of Brilliant Manoeuvres: How to Use Military Wisdom to Win Business Battles and the creator of the blog ExploitingChange.com. Richard is also the developer of Strategic Epistemology, a groundbreaking theory that focuses on winning the battle for minds in a world of conflict by dismantling opposing worldviews and ideologies through strategic narrative and archetypal awareness.

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