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.

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