PowerlessLocalManagement

Why is Local Management often Powerless
to clean up Long Term High Risk Operators and Employees?

Social Contamination & cultural programming are the key human factors preventing the elimination of the highly socially functioning High Risk Operator:

- The primary loyalty of individuals within any social or professional group is to themselves (the individual) first and foremost.

- Secondly, is to the support of the individual's family. (Social Contamination)

- Thirdly, loyalty is to their social group or group members. (Social Contamination)

- Fourthly is to their employer or a legal entity (the corporation).

- The High Risk Operator has formed trust / confidence bonds with management. (Social Contamination)

- Typically, you screen, test and interview for technically qualified, compliant and socially well adjusted people to be part of your organization. This does create a few side-effects.

- All of us prefer to think that those we are on good terms with are trustworthy and don't represent a threat. (Social Contamination)

- Some us believe who to trust by virtue of who is telling a great story verses who is giving you accurate news. Probably the biggest mistake anyone will ever make. (Social Contamination)

- Because of all these factors, the Long Term High Risk Operator knows how to

emotionally hijack and impair the executive decision make power of human brains possessed by the people around them.

Supervisors most often don't have the time, talent or equipment to put together a convincing case to out a High Risk Operator. It is almost always done based on who do you believe. This has proven to be extremely faulty when it comes to dealing with a High Risk Operator AKA the conman.

Plant foremen and plant managers often are caught in the middle of not knowing who to trust in a he said, she said scenario. It's not easy and it's not fair to them or the supervisor they are dealing with. Who is more often believed? Is it the hard working supervisor who focuses on getting the job done or is it the the employee who is not doing his job and has spent time developing confidence and trust with management? Belief goes where the confidence is most prevalent. If the bulk of confidence resides with a conman, then that is the direction where decisions are swayed. At the end of the day it will be characterized as just another personal conflict between a supervisor and a subordinate.

Frequently there are consequences suffered by the individual who turns in a fellow employee, never mind a High Risk Operator ( work group member ). Even if it is through a Whistle Blower program in place where confidentiality is assured there is great reluctance. The bad guys may be doing stupid and dangerous stuff but they are never too stupid to figure out who is blowing the whistle on them which is why few people will utilize a Whistle Blower program.

Most compelling and convincing evidence presented by a Whistle Blower is in many ways, directly associated with contacted between the High Risk Operator and the Whistle Blower and so there is little immunity from being known as the Whistle Blower. Unfortunately this significantly limits the success of any Whistle Blower program offered by any employer. Whistle Blowers often become casualties of this process. The other side effect is that the work place can become very toxic if circumstances are not handled properly. Usually NOT.

My supervisory position saddled me with the responsibility to report violators over and over and over and over again and again and again. The result was with numerous plant foremen / plant managers / plant superintendents was to be labeled as a troublemaker or for my complaints to be considered as an inability for me to "get along" with others. After almost getting terminated over doing my job I decided to keep my mouth shut like everybody else did for the last five years of my career. Seem to work well in so far as me getting a full pension at the end of it. My employer suffered the consequences of my silence. They also suffered the consequences of a "denial culture". This denial culture exists everywhere in life.

Very few people possess the industrial experience in combination with the rare aptitude for understanding the relationship between High Risk Operator's actions and future possible events, as well as speaking up, the ability of identifying and taking appropriate action on High Risk Employees. In as much as it is part of our human nature and how we are socialized, it floors me.

Information can be withheld and or corrupted due to social contamination. If this is the case, one has to ask themselves, "What is the likelihood pertinent information will make it's way up the line of command and the correct actions be taken when it comes to High Risk operators?"

Just as information is filtered from executive management down to the rank and file, there are filters that restrict the upward progression of information from the rank and file levels of an organization to middle, senior and executive management. People at either end of the spectrum are often intentionally left in the dark about sensitive matters.

It's because of these three hierarchical priorities and an absence of a specific aptitude, as well as typical corporate structure that local management can be compromised to the point of repeated failure, as social conditioning typically dictates our behavior. When a High Risk Operator continues to get away with counterproductive behavior, it is demoralizing to your employees and will continue to shape the future success and failure of your organization if left unchecked.

When you screen for and hire, those who are less likely to speak out against what your organization expects of them and to be compliant rather than be renegades, a profile of standardized behavior emerges. That behavior includes not speaking up and not allowing themselves to be perceived as being antisocial. Secrets stay hidden. Its biting industry where it hurts the most.

There are always efforts on the part of the corporation to modify the work culture in favor of safety and reporting incidents as well as inappropriate behavior. However, the design of corporate policies/procedures to promote appropriate behavior and threats of punitive actions for failing to follow through, have proven themselves as good but, limiting motivators. Social modifiers of human behavior dominate and were here long before procedures and policies arrived.

There are very few people that possess the aptitude for identifying and eliminating this type of personality from your organization.

You need an outside specialist to do the job.

There is a simple way to fix this. Let's examine parts of the issue and a possible solution.

Management's (First line and middle management) ongoing contact and exposure to employees and community members assures this hierarchy of social priority is met on a fairly consistent basis. When the police investigate the police, corruption is often assured. Bringing in experienced, neutral third party, significantly enhances the likelihood accurate data collection and reporting will be the result. Utilizing an external authority to bring about resolution along with accurate data, will ultimately bring about superior results.

Your local management as well as rank and file have the safety of their parents, wives, husbands, sons, daughters, friends and others to consider when it comes to potential fallout from taking appropriate actions with "Long Term High Risk Operator" that live in their communities.

Employees that take action can be subject to vengeful forms of retribution:

Personal property damage.
Having viscous roomers generated about them and those dear to them.
Being terrorized.
Being harassed.
Being exposed to acts of violence.
And, and, and...

These are the realities of life that no one needs to experience for doing the right thing for their employer. When large corporations structure monitoring and punitive enforcement in ways that expose local management to these risks it minimizes the process of effectively controlling the work force.

Release your employees and local management team(s) from going against the grain of their innate, per-programmed culture and human nature. Do something that just might produce
superior results for everybody.

The only time local management can be more effective is when there is a dictatorial bully in control that everyone fears. Problem with this is, when you have that dynamic you also start loosing good people you'd rather keep. That can also be very costly.

A possible formula for success:

The first part of the formula for superior results is to parachute in an undercover operator (qualified third party) who is truly impartial for accurate reporting results. The undercover operator is not socially connected or live within a hundred miles of the plant site so as to limit bias in reporting integrity. No one onsite is informed of the undercover operator's mission (This includes plant security, plant manager(s) and or plant superintendent(s) down to the janitorial staff). The undercover operator, operates under an innocuous pretense for their personal protection, to preserve the integrity of the observations and to insure no one is alerted to the fact there is an observation in progress. The undercover operator monitors plant operator behavior.

One head office employee will be the external authority with geographic and social isolation from the work group in order to be effective. They can view the accurate and unbiased information generated by the Undercover Operator. With geographic separation, emotional and social drivers are far less likely to contaminate the purity of decision making. Off site personnel sift through the information and render a high quality and final decisions. Have corporate security personnel deliver the termination message and escort the High Risk Operator off the property.

A picture may be worth a thousand words
but,
multiple GPS, time and date stamped photos or
a single video can tell a life story.

Once observations are complete { towards the end of the contract period }:

- The undercover operator generates a report(s) in the form of GPS stamped, date stamped, time stamped digital video(s), digital photo(s) and word document(s).

- This revealing, laser targeted and infinitely definitive report is transported by the undercover operator observer to the appropriate persons at the head corporate offices.

- The undercover operator will meet with those reviewing the information to answer all questions.

- The information contained within the report will be impartially digested by select personnel without any influence from local contacts. Thus, high quality decisions are made by the right people in the right location with the right information NOT local management.

- Local management will NOT determine disciplinary actions or decide on termination as it is local management that allowed this Long Term High Risk Operator to become malignant in the first place.

The results are eye opening, definitive and compelling.
It will make your decisions fast and easy.

Polygraph verification is available for evidence validation purposes at the client's request. Client may choose the polygraph administrator. I do my best to eliminate the guess work and make the final decisions for your team to be fast, easy and with little or no guess work involved.

There are three categories of Operator observations available:

1) Diligence to which an operator monitors their area of responsibility. { My specialty. }
2) Adherence to safety practices and procedures. { More risky & time consuming. }
3) Aggression and harassing behavior. { Risky & more time consuming. }

Number one is the least expensive by virtue of how predictable people are under certain circumstances, the time it may take to build a case and how telling the videos and photos can be.

Different observation platforms are available to suite the clients specific needs.

Whether it be one plant operator of one thousand plant operators, the undercover operator can weed out the the high risk employees to improve security, safety, public perception and profitability for your corporation.

You need an independent third party with the appropriate training, certifications, education, experience and aptitude as well as zero social ties to the community and your organization to perform the tedious task otherwise, you are doomed to repeat the history of ongoing failure in this regard.

Confidentiality on the part of both parties is an absolute necessity so the investigation may bear fruit. Confidentiality assures the undercover operator's safety during and after the investigation. It also preserves the opportunity for the undercover operator to provide future investigations for the same client.

Available for assignment in Canada, the USA, Britain, Norway, Sweden, Switzerland, Germany and Japan.

Contact me using your LinkedIn account or your corporate email. Thank you.

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