Team Members Hate Their Jobs? Here's How to Fix That

This morning's business headlines from CBS news were not exactly a happy place for employers.   A recent Gallup survey indicates that over 2/3 (2/3!) of the workforce was "disengaged" with their work.

http://www.cbsnews.com/news/why-so-many-americans-hate-their-jobs/

While the study indicates that 51% "aren't engaged;"  an additional 16% were actively disengaged - this is the group that breeds resentment, gripes and generally brings down  morale.     While there is a slight correlation between economic factors - the big reason why people hate their jobs is this. . .they don't like their boss.

This is not particularly news - previous studies have indicated this - so why does it still keep happening and what can we do about it?

As I've said before, the old bosses' adage of "It's not my job to be liked" only breeds contempt for leadership;  the resulting symptoms are higher rates of absenteeism, less productivity and a failure to get the best mindset from the workplace.  It is very clear - it is, in fact, the leader's job to be liked. (And as I've said before, let's not confuse likability with sometimes having to take actions that people don't like).

James Hakker, Gallup, indicates that one of the primary reasons why bosses aren't liked is that they are often promoted to positions of leadership based upon individual contribution but they have very little experience (or sometimes will) to lead the workforce.   Solution?    Training (and, oh by the way - hire people who truly do want to take care of the workforce).

Hakker also believes that the trend to forego the annual performance review in lieu of more frequent performance assessment and coaching conversations results in greater job engagement and meaning.  In other words - have a conversation, already!

So, let's distill down what we must do for greater job engagement (and productivity)

• Emphasize that bosses must be likable; team leaders evaluate the boss on day-to-day behavior
• Hire managers who want, and have the skill set, to lead the workforce
• Provide management training (continuously)
• Have ongoing, engaging conversations with the workforce

A very good friend recently moved from one progressive Seattle company to an even more progressive Seattle company.   Yes, the money was more - but upon listening carefully, the compelling reason for the move wasn't economics.      Even though he was very highly regarded in his previous company, his boss mis-treated him.   Meanwhile, a former boss who he really admired recruited him to his new job.

Relationships are everything;    this is especially true between team members and their leaders.

Like it?   Share it!

My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.

 

 

 

What You Don't Know

 In helping other managers understand their team's behavior, I often find myself reaching for the most frustrating and consoling and most truthful answer that is available:   "You don't know what you don't know."

The statement itself is obvious in its simplicity; why then is it necessary to come back to this when facing challenges and opportunities in the workplace?  Or home?   Or anywhere for that matter?

By our very nature, our first assessment of a situation is how it impacts us:   am I in danger?   What is being said about me?   Why are they responding that way to my presence?  Our second fallback position is that the reaction we are receiving is about the subject at hand.   Here's the truth:  it's not all about you or me.   That person who is interacting with us has hundreds of background stories and a myriad of things going on in their life. . .it is that history and series of current events that are forming the team member's reaction.

That barely-concealed-look-of frustration that you perceive when you tell Mark that he and Susan need to do a second round of work on the Sinclair project is probably not about you. . .it may not even be about the Sinclair project.     It may be that Mark was  trying to plan a three day getaway and this new volley of work just shot that down.  It may be that Mark has a child who is struggling in school and needs more time at home.  It may be that Mark's dad who he hasn't seen in a bazillion years is coming to town.   Maybe Mark would prefer not to work with Susan (again!) or he knows that Susan has other priorities and he is concerned for her welfare.   You just don't know all of this stuff. . .unless you take time to inquire about  this stuff.

It is not a leader's prerogative to interfere in the teams' personal lives;   it is a leader's responsibility to be as multi-dimensional as possible in what they know.   So, when you get THAT response from Mark - you may want to: "Hmm, that's not the happiest of looks - is the Sinclair project do-able for you at the moment?"  Or, "Before you get started, let's talk about everything else that is going on."   By gleaning information, you are able to craft strong, sensible solutions.

It is impossible to know everything you don't know.   But, the leader who takes the time to collect information and use that information for the positive good of the team is the leader who people want to follow.

Like it?  Share it!

 

My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.

Arts. . .and the Art of Leadership

The digital ad  was very clear in its intent.  "Change the world, stay in STEM," it said.   Perhaps I am overly sensitive at the moment, in light of the proposed United States budget to slash funding from arts (and humanities. . .and Meals on Wheels. . .and PBS. . .all to provide more money to the military which is already the world's largest), but, pardon me, STEM isn't the only way to change the world.   What about the arts?

It seems to me that in our society's headlong, headstrong rush to drive a stronger education through testing (?!) that there is a perceived over-promise of STEM programs at the expense of the arts.

My argument is not that it's an either/or calculation.  In fact, it is just the opposite. . .we need, as a society we crave, a balance between the sciences and the arts.   In the name of that balance, let me present my case.

In a meeting the other day I was reflecting upon a strategic exercise and I found myself saying that what it lacked was innovation and imagination.    While certainly the latter are at the root of what drives the sciences, I  would argue that thought processes that drive innovation and imagination are in the arts.

The musings of a Michelangelo.  The deep thoughtfulness of a Sondheim.   The insights of Eugene O'Neil. . .or an August Wilson.   Matisse, Mozart, Souza, e e cummings, George Bernard Shaw, Orwell, Dickens, Shakespeare, Van Gogh, Chopin, Rodgers and Hammerstein. . .heck, Disney!   Streep and Hayes and Nicholson!    Martha Graham, Twyla Tharp.  That dear friend who creates multi-media pieces in his studio.   The woman who writes and has a publishing business.  My mother-in-law who dances.  The 23 year old and 47 year old and 81 year old who are in the string section of the community symphony.   The teachers who daily lift a baton or open a great literary work to students minds!   The thousands. . .millions right now who are playing music or dancing. . .

There is no science. . .there is no engineering. . .without the imagination that is brought about by the arts.  There is no soul without the arts.

Our son is fortunate enough to go to a high school that is known for its music and theatre program.  This week we attended one of the many musical concerts;   as always, we were in awe of the ability, discipline, craft. . .and yes, even science that the teacher and his students brought to their music.  While the music on the page itself was stirring, it was the performance, and the thought that was brought to the performance, that was inspirational.   It is that inspiration that is both cathartic and inspires us to greater things.

To say there are arts without science or science without arts is one dimensional and soulless. To believe in both the arts and science opens a world of possibilities.

Like it?    Share it!

My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.

Lessons from a St. Bernard

One of the wondrous things about life is that there is learning everywhere - provided we are open to the opportunities.  This past week, the physical life of our dog, Cowboy, came to an end;  but his spirit lives on by what I was able to learn from him.

Cowboy was a St.  Bernard mix. . .so a St. Bernard-something-something (we never were sure what that cocktail was).  Safe to say, however, that his gentle soul was that of a saint.   This is what will live in my soul from my time with Cowboy.

When something happened that was unexpected - another dog walking on the opposite side of the street, a harsh noise or even his own stumble on the sidewalk - he would stop, figure it out, regain his composure and shake it off.  Then he would move on.     I admire that about Cowboy - that great ability to gain information, shake it off and move on. . .and instead of wasting a lot of time looking backward. . .I, too,  will shake things off and move on.

Cowboy was a quiet presence.    Unlike some yippy-yappy dogs who dance around looking for attention; he was content to quietly approach others. . .or just let others be drawn to him.  So I find myself asking the question: do we unnecessarily seek attention when actually our presence is enough to draw others to us?

Consistency was inherent in Cowboy.  Regardless of time of day, we could say with relative assurance that we would know exactly where Cowboy was.   It was obvious when he thought it was time for dinner or his walk.   That type of consistency is assuring. . .regardless if you're dealing with a co-worker or a canine.

Cowboy was comforting.

And. . .just when spring would arrive in Seattle, Cowboy would stop in the middle of walk, flop down on a gloriously green lawn, roll over onto his back and would wiggle back and forth to celebrate the arrival of the season.    He was unaware of the cars driving past and gawking at the sight of a nearly 100 pound ball of fur rolling around on his back;   he didn't care.  He was just enjoying life.

And so should we.

Like it?  Share it!

My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.

It May Seem Like More Work. . .But It's Really Less

Seemingly there is never enough time in a day to get it all done.    This is often compounded by the frustrations of team members failing to make goal or not following directions or just being ornery. . .or they quit.   If you ever wonder how you are going to get it all done - re-set your priorities based on these thoughts:

It may seem like a lot of time wasted if you are just talking to a team member. . .but it isn't.  The more a team feels integrated to the leader and the mission, the better they will perform.

It may seem like a lot of work to acculturate one's communication style to the various personalities on the team. . .but it isn't.     A leader's success is directly tied to their ability to make their voice and intent clear to all of the diversity in the workplace.

It may seem contradictory to send someone off to training when there is so much work to be done. . .but it isn't.  On many levels, training improves productivity and overall job performance.

It may seem like a lot of unnecessary effort to make ones self likable. . .but it isn't.    Yes, it is the leader's job to be liked (let's not confuse sometimes having do things that people don't like with overall personality and likability).    People want to follow someone who they like  and who they can believe in. 

It may seem redundant to re-state the values of the company. . .or to emphasize quality (again!) . . .or to review the mission. . .but it isn't.     There are many messages out there competing for ear-time;   make sure that your messages are heard often and can cut through the clutter.

It may seem like one isn't really accomplishing anything of value when addressing the seemingly small concerns of a team member. . .but you are.   Small concerns can become big problems when not assertively take care of.

It may seem humbling to admit one is wrong or doesn't have the right answer. . .and it is;  but it sure saves a lot of time vs. trying to stand on the quicksand of an error.

Doing the right thing may seem like it is a whole lot of work - and it may be.  It is also an investment in a more effective and efficient workforce that will build up all and ultimately save a whole lot of time.

Like it?  Share it!

My book "Courageous Questions, Confident Leaders" is available on Amazon Kindle.