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The other side of the coin is the reality that many of us are too arrogant, too headstrong, and too opinionated for our own good and we believe that we have the answers already and do not need the help of others.
The vast majority of people sharing their thoughts are well-intentioned and their thoughts and suggestions are quite good. Finding great people to work with and do life with is fundamental and should be at the top list of priorities for personal and professional endeavors. Personally, I am a firm believer in managers setting the tone of how they wish the business environment to be – especially during times of change. First of all, it’s a shame that you feel so isolated in what seems to be a terrible environment to work in. It is true though that a fish rots from the head down, and any senior manager worth their salt should recognise that the leadership team are having a negative impact on performance and culture in your organisation, and that it needs to change.
You mentioned that you have already spoken to someone in the organisation regarding your concerns but that nothing appears to have been done.
This will give you the strength of your colleagues around you and will demonstrate to the management that you want to change things for the better. It sounds as though you are really having a difficult time of it at the moment and, although the behaviour of the senior managers does not sound productive either for the business as a whole or the individuals involved, what worries me most is the reference you make to losing your job. I pondered a long while over how I should respond to you in what sounds like not only an unpleasant, but also a political and confrontational, environment. If you really don’t think leaving is the right way forward for you, or you believe that with some adjustments you will enjoy your job once more, then the only option is to persist with raising your concerns. I am in complete agreement with your conviction that leaders should set the tone or culture of the business environment. Try to quantify the negative effects you believe to be taking place, both to individuals and the business as whole. If you follow my suggestions and things still don’t improve, then polish up your CV and set your sights on something better. This time, however, I wouldn’t stand up as an individual from the contact centre trying to be the voice for everyone else.
So, you need to get a couple of people together that feel the same and ask if a team meeting can be held. The good thing about going forward as team should be that the senior management will sit up and listen. In today’s fast changing corporate world, it is imperative that organisations of all sizes implement changes in their company structures and business processes so they stand a chance of keeping up with the competition and meeting fluctuating market demands.
In your company, hopefully this phase of change is also intended to boost the success of the business but, unfortunately, when a restructure takes place there always seems to be an impact on staff, whether operational and managerial. You must try and understand that your managers are just as concerned about their future and prospects with the company as you are during this time of apparent upheaval. But this does not mean that you need to suffer in silence and the first step you could make is to communicate, in writing, to your line manager. You should express all your concerns in detail and request a meeting to try and resolve the issues that are affecting you or, if not resolve them in one meeting, to at least gain an understanding of when and how they can be resolved. If you reach the stage of direct intervention by a senior member of staff, such as a director, then you may wish to explain further that you are speaking out now because of your concern for the welfare of the staff and the continued success of the organisation; make it very clear that you are not trying to be malicious but, rather, want to help in bettering the culture within your workplace.
They will surely understand this and, one would hope, praise your courage in bringing your concerns to their attention, leaving the way open to work out methods that foster effective team working and communication among all employees.

Can I also just check that behind this question there is no trait of more serious employer issues. But concerning your question, one of the traits of good advisors in the job that you do is that you will be naturally communicative – that is, you will be talkative and give information readily.
But before we lay all the blame totally at the door of the management team, it is important for you to put yourself in the shoes of those managers and try to appreciate that there may be reasons for their non-communicative manner. While their intentions may be to avoid speculation and rumour, perhaps their (in)action is just having the opposite effect.
The ethos of the book is that if you can start to understand why your workplace is a difficult, stressful or unhappy work situation, you will start to cope with it much better. It may help to shed some light on why and how these miscommunications arise between employer and employee. You also comment that you are in fear of the impact of approaching your director with your concerns. So I think you and your colleagues do need to have a discussion with a member of the management team. So, if you are having a difficult day, then force yourself to stop and step outside of that mood.
Why is is that some companies are able to resolve complaints, and others get bogged down in "the process"? Verbal CommunicationIt is an established fact that most communication is verbal.However, it should be underscored that verbal communication skills can be lacking. THE STROKE PATIENTThe stroke patient may not be able to communicate due to expressive aphasia. THE NURSING PROCESSFrom the time a patient is admitted to the hospital, the nursing process begins. Poor Communication SkillsThe video above describes when thecommunication skills of a nurse has been lacking. COMMUNICATION SKILLS VERBAL AND NON-VERBALLike it or not, every nurse engages in communication. Part of this is because of the fact that not everyone giving advice is very good at delivering it nor do they have the credibility and trustworthiness to carry it through.
In today’s business, the only constant IS change, and yet all too often the management population demonstrate that they are not good at coping with it. Regular, clear, reassuring and comprehensive communication is the only way to ensure people understand the current reality and are clear on what this means to them.
This model demonstrates the different emotional states we all go through during times of change. This suggests there is someone you feel you can trust so it may be worthwhile talking to them again and, if possible, giving some specific examples of the behaviours you have witnessed. This enables staff, as a group, to speak to the senior manager within your organisation about the current changes in your business and provides an opportunity to discuss any concerns or fears you may have. To have people who want to be part of the solution, not part of the problem, is a real asset in any team.
There clearly is no simple answer and you must do what you think is right based on how you feel, your own personal circumstances, and all the facts and figures. If it were me, then I would really question whether it was worth working in this organisation at all.

Equally, leadership is about setting clear direction when going through change and times of ambiguity. Maybe there’s someone in the organisation who can influence the agenda but without line management responsibilities.
Even better would be two members of staff from this level: one from your direct line managers (perhaps a team leader) and then possibly your HR officer. For this meeting you will need to have the points you want to discuss ready along with some ideas of how you feel the problem can be eased or even rectified.
It cannot affect your position and security in the company as it is within your legal rights to follow such a mechanism to redress any reasonable grievance you may have. It sounds as if your company may be going through difficulties and that the management might perceive that it is better to say nothing other than solid facts. Jill describes a number of profiles of bosses and how you can develop your own coping strategies to overcome the issues that each characterisation presents.
While this is a natural reaction, the director is, quite possibly, unconscious of the issues that advisors face. That could be a team leader, operations manager or a member of the HR department – whoever you feel most comfortable approaching. You sound like a positive, expressive person and it is exactly those personality traits that can see you through.
Keep Your Head High – Learn everything you can, just know you are taking all of that knowledge and experiance with you.
Experience shows us that different people travel through the curve at different speeds and that those who cope well with change will move through the levels much more quickly than those who don’t. I know this seems like an incredibly negative answer, but ask yourself: are you worth more than this?
The more people moved to become involved, the more likely your managers will actually want to resolve your issues. If the first he or she gets to hear about these issues is when staff start to leave the organisation, then it is potentially too late for the right actions to be taken.
I suggest that you make some notes before the meeting that detail the points that you want to raise. So if you are in need of a stress reliever, I did find, via Google, a blog that allows you to just let off steam – anonymously.
This column is about getting people with real life call centre experience to answer the real life problems faced by their peers in the industry.
It is likely, then, that the performance in your business area is also under-achieving, which will add additional pressures to a management team already under stress. Could your skills and talents not be used in an environment where they are appreciated and nurtured?
The second nurse took the trouble to explain the need for aggressive deep breathing exercises, to prevent postoperative pneumonia.Please watch the video above for more examples of verbaland non-verbal communication.

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