MLH Consulting, LLC

Curing Low Morale in the Workplace Presented By: Maria L. Hardy, P.E.

President, MLH Consulting, LLC

•The force of Morale may be used as an ally or the enemy. Ironically, attitudes are something we control. I.E. For those of

you who are experiencing low morale should note you participated in the process.

High Energy(Morale) = Strength + Momentum

Low Energy(Morale) = Weight + Gravity (Continual and Contagious) ^Exponential

ONCE LOW MORALE IS SET IN MOITION IT IS A SPIRAL DOWN

PROCESS, “FUNNEL”.

.

Evaluate and verify the problem using assessment tools via an outside source. Internal sources have an indistinct view. Inefficiency cost will be greater than assessing the issue. Case Ex: D.I.A.L.O.G. – Diagnostic Data Indicating Alignment of Organizational Goals and one on one interviews yielded indeed low morale and communication gaps by way of disengagement.

Three ingredients must be adjusted to alter alignment and reverse the funnel process… Attitudes, Goals and Skills (Communication) …via a tailored leadership process

Attitudes are 85% of the reason an individual and or group is successful in an organization. The strength of the force to be successful and obtain predetermined goals. No one plans to fail; however, 97% fail to plan well enough to achieve optimum performance. Goals are a major thrust in a tailored program. Great technical skills are required for advancement; however, interpersonal skills are truly elapsed. Interpersonal skills are required for a true leader; the ability to lead with motivation.

**Program Sessions are implemented weekly in two hour intervals. **Process Duration is 8-10 weeks. The duration of intervals is important to enhance one’s natural learning pattern and ensure results utilizing techniques. Alteration by repetition. Case EX: Phase II, Assessments yielded a tailored leadership program to cure low morale in the workplace with modified action steps to enhance communication within and between departments

Strategic Plan: Increase communication within and between the departments of the organization; including districts. Overall Goal: Achieve 100% authorized completion dates

of the Statewide Transportation Improvement Program.

From the results of Phase I: Phase II entailed and resulted in: Implementation of a tailored leadership program increased internal efficiency 40% by way of

communication. Morale increased 75%....

Each department within the upper management created a written action plan. The written plan encompassed the overall organizational goal, action steps with dates and task delegation with dates that matches their team member’s strength… Reenergizing and motivating their organization and districts….

An accelerated date for implementation of Primavera increased communication between the districts and capitol for all projects; yielding a percentage improvement completion of the STIP –Statewide

Transportation Improvement Program from 85 to 100%. Extension of budget dollars by way of implementation of a new pavement preservation program is in

motion. Projects begin in 2012. This new program shall also accelerate STIP dates. Auditing Department requested a more active role. Additional tasks were implemented into the

department which entailed project completion control (percent complete, schedule and payment) in sync with primavera by way of increasing communication between the districts and purchasing.

The purchasing department is gained new employees. The diagnostic tool verified quota delays was due to staffing needs….