Source | www.entrepreneur.com | Glenn Llopis
The ongoing workplace difficulties at Uber — accusations of discrimination against women, rebellion among its employees and drivers against what they feel is a complete lack of appreciation for them — seem to surprise no one who worked there. Every story I read indicates that these issues (and others) had been issues for a long time at the company. Uber’s workforce had long been frustrated with their leaders and their inability or refusal to have their backs and listen to their concerns. But, when business is good and managing growth is the only objective, who cares if the culture is failing? Things are good now! What’s the point of making bigger, long-term decisions to keep employees motivated and their teams inspired? Those that complain can leave — and easily be replaced.
This is exactly why Uber is looking for new leaders from the top down: It knows so many of its so-called leaders were not ready for leadership responsibilities and increased levels of accountability required in today’s workplaces. It focused only on managing growth in the marketplace, not making good, thoughtful and smart decisions about the the people who worked there — as if the two were not connected at all.
What is clear is even in hard-driving cultures like the one Uber created, people still want leaders that can help them grow professionally and that have the influence to advance their careers over time. These leaders know how to organically manage from within the corporate culture, maximize resources, motivate, inspire and — most importantly — make good, sound decisions, not bad ones that create chaos.