Apparel profession was initially not welcomed by Bangladesh’s educated society. There was a huge knowledge, communication, and understanding gap. To mitigate this problem, a follow-up culture developed where an educated work force started working as a bridge between buyers and different cross-functional teams of factories. They start following each task to ensure everything is done according to buyer requirements within the timeline.
As Bangladesh has grown in the apparel industry for over 40 years, RMG remains a significant part of the country’s DNA. But we couldn’t get rid of that old follow-up culture. People are still waiting for a push to make their next move.
The Pitfalls of Excessive Follow-Up
Following up can be important for getting a response and keeping the project on track However, excessive follow-up can lead to an unexpectedly counterproductive outcome. We all strive to be more productive in this fast-paced world in order to gain a competitive edge, but all too frequently we become entangled in the web of follow-up culture, which unintentionally prevents us from working smoothly, impedes advancement, and wastes precious resources.
Solo Win Collective Loss
Excessive follow-ups are often valued in our industry since they help individuals to achieve their goals. However, this solo achievement does not help the company in the long run. It leads to competition among colleagues and everyone focuses on their own goals and doesn’t care about the company’s success. When cross-functional teams are swamped with follow-up requests, they prioritize immediate concerns rather than strategic planning. In addition to compromising the core principles of strategic planning, this change causes businesses to lose money because they lack clarity in priorities.
Fostering a culture of micromanagement and lack of ownership
Excessive follow-up can foster a culture of micromanagement in the workplace. Micromanagement is a management style characterized by excessive control, close supervision, and an overbearing focus on minute details in an employee’s work When managers excessively follow-up their employees’ work, they may fall into the trap of micromanagement. Moreover, excessive follow-up disrupts the flow of work within cross-functional teams. Rather than allowing them to operate autonomously and make decisions collectively.
It sends a message that trust is lacking in these teams’ abilities to deliver results without constant supervision.
When managers are constantly following up with their employees, it can create a sense of learned helplessness, where employees feel like they are not responsible for the outcome of their work This can lead to a lack of ownership and accountability.
Barriers to creativity and innovation
Excessive follow-ups can limit team creativity and innovation, as they interfere with taking risks or exploring new ideas. The result can be stagnation and a loss of morale. People may also feel less inclined to take initiative or generate new ideas if they are constantly observed and directed. When people do not feel valued or free to explore new possibilities, they can feel
stifled and inhibit creative and innovative
Reduce focus and increase stress level thinking. The fear of failure can hinder
In today’s modern world, staying focused is challenging due to numerous distractions such as endless to-do lists, cluttered emails, and constant smartphone notifications. When excessive follow ups enter the picture, it becomes even harder to stay focused on what really matters. Our focus is always being taken away from the current task at hand by the constant stream of demands for updates and progress reports. The greater picture becomes lost in the background as we get dependent on the need to respond instantly. This continuous fluctuation prevents us from being truly engaged in our task and hinders productivity.
This constant disruption not only reduces output but also makes people become more frustrated. Reminders, questions, and updates on work that are already underway come at you in an endless and tiresome stream. When we constantly seek affirmation from others, stress levels increase, adding to our already busy lives.
creativity and prevent individuals from taking the necessary risks to innovate and create new ideas. Reflection and deep thinking are often needed for creativity. The excessive follow-up process may leave individuals little time for reflection, analytical thinking, or generating new ideas.
Undermine cross-functional culture
Imagine working in an environment where different departments seamlessly interact, exchange ideas, and support the organization’s success as a whole. The goal of cross-functional culture is to create a calm work environment where each person’s expertise is recognized and used to its full potential. However, excessive follow-up can undermine this very culture.
Constant inquiries and reminders not only disrupt individual workflow but also disrupt the collective synergy of the team. The incessant follow-up culture erodes trust and autonomy, hindering the organic flow of collaboration.
Consequently, the collaborative spirit wanes, and the team’s ability to efficiently tackle multifaceted challenges diminishes. Follow-up that goes too far can strain relationships. People may begin to dislike the person following up with them if they feel like they are being hounded all the time. This may strain the collaboration and make it more challenging to work together effectively. As teams adopt a reactive firefighting approach and become less proactive.
Extreme firefighting and disruption in the supply chain
The excessive amount of follow-up not only hinders collaboration among cross-functional teams but may also cause supply chain disruptions. In a company where people don’t follow standard operating procedures and only depend on follow-up push, they very often face disruptions in the supply chain, which can be a nightmare for businesses. It often feels like firefighters are constantly battling one fire after another when things go wrong. Continuous firefighting not only drains productivity but also creates a chaotic working environment. Instead of focusing on long-term strategies and goals, employees find themselves caught up in the never-ending cycle of putting out fires. Moreover, this constant state of emergency prevents employees from fully
analyzing the root causes of issues. They end up implementing quick fixes rather than addressing the underlying systemic problems that keep causing disruptions.
Way to get Rid of Follow-up culture
Excessive follow-up culture can’t be changed overnight. However, proper strategies can help us gradually eliminate this problem. Here are some tips for avoiding excessive follow-up:
- Assign Consultation Time for check-ins and updates to avoid constant interruptions and allow teams to focus on their tasks.
2 Build a Cross-functional Culture, encourage collaboration and communication across departments to break down silos and enhance overall organizational efficiency. - Set Standard Operating Procedures (SOPs) to streamline processes and reduce the need for constant follow-up.
- Use Project Management Tools that facilitate efficient communication, task tracking, and progress monitoring. This can help you to avoid following up with people unnecessarily.
- Trust your team and encourage open communication to help them take ownership, and foster a productive and positive working environment.
- Be clear about your expectations when you assign a task. Let the person know what needs to be done, when it needs to be done by, and how you will communicate with them about it.
Z Be respectful of people’s time. If some-
one tells you that they are working on something, don’t follow up with them constantly. Instead, trust that they will get it done by the deadline.
- If you do need to follow up with someone, do so politely and professionally. Avoid being demanding or pushy.
- Micromanager should be trained with proper leadership skill. No matter how hard they work or how dedicated they are to the company, if they are not able to change themselves with the new trends, they should be let go.
Conclusion
A sustainable growth depends on finding a right balance between accountability and productivity within organizations. By understanding the pitfalls of excessive follow-up and implementing the suggested solutions, organizations can liberate themselves from the productivity killer trap and create a conducive environment for sustained growth and success.
