Helpless

Managers often know when things aren’t going well with their team members. They may encounter expressions of defeat or hopelessness, like "What’s the point?" More often, it’s evident not in what staff say but in what they do. They stop participating in discussions and refrain from contributing ideas. Or take a passive approach to tasks, waiting to be chased up. They may evade responsibility by blaming others or citing reasons beyond their control, such as budget cuts or unachievable targets. Problem solvers suddenly lose that ability. Others become tired and irritable and eventually leave the workplace.

In many well-established cultures that seem okay from the top down, we often encounter a psychological condition known as Learned Helplessness in the middle ranks.  The condition was first demonstrated in a rather unkind experiment in the 1960s involving dogs and electric shocks. In humans, it manifests as a belief that bad things will happen, and we are powerless to change them - so we don’t. A mindset exacerbated by poor management practices like micromanagement, inadequate feedback, or punitive cultures that discourage risk-taking.

Helpless employees will resist change initiatives. They believe their contribution will not affect the outcome. Their resistance can manifest as passive compliance or outright opposition, undermining efforts to innovate or adapt. However, a leader can take simple actions to counteract learned helplessness and create an environment conducive to change. Don’t be surprised if you have heard some of them before:

● Cultivating open communication

● Recognising and rewarding efforts

● Providing support and resources

If, as a leader of helpless staff, your response is, “Yes, we do all that,” then perhaps you aren’t doing it right.

The best solution I have come across is to deliberately foster a growth mindset, particularly among newer or younger employees who have not yet fallen prey to helplessness. This proactive approach is why I put the ‘troublesome’ younger workforce generations at the spearpoint of any change effort. Of course, they are not without their own challenges. An inability to organise themselves or others, maintain energy levels, or avoid distractions from their omnipresent devices, springs immediately to mind. However, these behaviours are tactical barriers, whereas Learned Helplessness is a significant strategic problem.

So, Unilever practices continuous improvement, encouraging employees to take ownership of their work. Through the Unilever Sustainable Living Plan, they contribute to sustainability goals, fostering a sense of purpose and agency. Siemens addresses learned helplessness through a culture of innovation and collaboration. The Siemens Innovation Ecosystem prizes new ideas and is linked to training and mentorship opportunities. This focus helps combat learned helplessness by reinforcing the belief that employees can influence outcomes and drive change.