The Policy of Push

"If all you have is a hammer, everything looks like a nail."

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There has been a noticeable rise in suicides among bankers in India. Many of these cases are attributed to the immense pressure to meet unrealistic targets and the stress of handling large financial responsibilities. The demanding work environment, coupled with the fear of repercussions for not meeting targets, has been a significant factor. Instances of harassment by superiors and unrealistic expectations have been frequently cited in suicide notes.

There has been a noticeable rise in suicides among bankers in India. Many of these cases are attributed to the immense pressure to meet unrealistic targets and the stress of handling large financial responsibilities. The demanding work environment, coupled with the fear of repercussions for not meeting targets, has been a significant factor. Instances of harassment by superiors and unrealistic expectations have been frequently cited in suicide notes.

Let us call this pressure tactics as the "Policy of Push", which has emerged as a strategy where top management exerts increasing pressure on junior employees to enhance performance. Initially, this approach can yield impressive results, but over time, it often leads to diminishing returns and a loss of trust and acceptance among employees.

Consider the case of a mid-sized bank that implemented the Policy of Push to boost its quarterly performance. The top management set ambitious targets and demanded that junior employees meet these goals through extended working hours and aggressive sales tactics. In the first quarter, the results were remarkable. The bank saw a significant increase in new accounts, loan approvals, and overall revenue. The management celebrated these achievements, attributing them to the boosted morale and best work culture in the bank.