1. MLH Consulting, LLC
Curing Low Morale in the Workplace
Presented By: Maria L. Hardy, P.E.
President, MLH Consulting, LLC

4. •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”.

5. .

6. 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.

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

8. 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.

9. **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

14. 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….