So what hope is there for the 77% of employees who say they hate their jobs? What can they do that might make things better?
According to Lencioni: "The first thing they can do is assess whether their manager is interested in and capable of addressing the three things that are required. And they have to realize that most managers really do want to improve, in spite of the fact that they may seem disinterested.
The second thing miserable employees need to do is help their managers understand what it is they need. If they have a strong relationship with their manager, they can come right out and say it; "You know, it would mean a lot to me if you knew more about who I am and what makes me tick.” or, “Can you sit down and help me understand why this work I’m doing makes a difference to someone?”
Finally, employees would do well for themselves if they turned the tables and started doing for their managers what they want for themselves. For instance, employees who take a greater interest in the life of their managers are bound to infect them with the same kind of human interest. Similarly, employees who take the time to tell their managers (in a non suck-up kind of way) about the impact they have on their job satisfaction, will likely inspire them to respond in kind.
However, if an employee comes to the conclusion that his or her manager is indeed completely disinterested in helping them find fulfillment in their work, it may well be time to start looking for a new job.
Unfortunately, I've only known one manager who was willing to make real changes and meet the needs of his staff when he became aware that he was falling short. I'm not sure what happens to people when they become managers. Do they become so insecure that they are afraid to get close to their staff? Do they become so self-focused that they forget that their staff needs connection with them? Are they are just too busy or is it that they really don't care?
I'm not sure, but if the research is right, and I have no reason to think Gallup or Blanchard groups got it wrong, then there is a lot of really bad management out there.
What should companies and organizations be doing to guard against the miserable manager syndrome?
Monday, October 29, 2007
Saturday, October 27, 2007
Three Signs of a Miserable Job
A recent Gallup poll found that 77% of people hate their jobs. Gallup also contends that this ailing workforce is costing employers more than $350 billion dollars in lost productivity.
The primary source of job misery and the potential cure for that misery resides in the hands of one individual – the direct manager. There are countless studies confirming this statement, including both Gallup and The Blanchard Companies. Both organizations have found that an employee’s relationship with his/her direct manager is the most important determinant to employee satisfaction (over pay, benefits, perks, work-life balance, etc.).
Even employees who are well paid, do interesting work and have great autonomy, cannot feel fulfilled in a job if their managers are not providing them with what they need on a daily or weekly basis.
What are the Three Signs of a miserable job?
According to PatrickLencioni: The first is anonymity, which is the feeling that employees get when they realize that their manager has little interest in them as human beings, and that they know little about their lives, their aspirations and their interests.
The second sign is irrelevance, which takes root when employees cannot see how their job makes a difference in the lives of others. Every employee needs to know that the work they do impacts someone’s life – a customer, a co-worker, even a supervisor – in one way or another.
The third sign is something I call immeasurement, which is the inability of employees to assess for themselves their contribution or success. Employees who have no means of measuring how well they are doing on a given day or in a given week, must rely on the subjective opinions of others, usually their managers’, to gauge their progress or contribution.
Lencioni's advice for you if you qualify as one who has a "miserable job" coming up in my next post.
The primary source of job misery and the potential cure for that misery resides in the hands of one individual – the direct manager. There are countless studies confirming this statement, including both Gallup and The Blanchard Companies. Both organizations have found that an employee’s relationship with his/her direct manager is the most important determinant to employee satisfaction (over pay, benefits, perks, work-life balance, etc.).
Even employees who are well paid, do interesting work and have great autonomy, cannot feel fulfilled in a job if their managers are not providing them with what they need on a daily or weekly basis.
What are the Three Signs of a miserable job?
According to PatrickLencioni: The first is anonymity, which is the feeling that employees get when they realize that their manager has little interest in them as human beings, and that they know little about their lives, their aspirations and their interests.
The second sign is irrelevance, which takes root when employees cannot see how their job makes a difference in the lives of others. Every employee needs to know that the work they do impacts someone’s life – a customer, a co-worker, even a supervisor – in one way or another.
The third sign is something I call immeasurement, which is the inability of employees to assess for themselves their contribution or success. Employees who have no means of measuring how well they are doing on a given day or in a given week, must rely on the subjective opinions of others, usually their managers’, to gauge their progress or contribution.
Lencioni's advice for you if you qualify as one who has a "miserable job" coming up in my next post.
Monday, October 15, 2007
My Own Leadership Point of View
What do you believe about leading and motivating people?
I believe that people are almost always more than I (and sometimes they) think. They have a certain set of skills, talents, abilities, gifts and strengths to offer to the organization. I believe that if a leader allows each person to use those skills and operate at least 50% of their time in those strengths, then they will be motivated to work hard toward the achieving the goals of the organization. I believe that we are all self-motivated when we are doing something we enjoy doing. A team member who is struggling with motivation is a team member who is probably not being allowed to use their strengths at least 50% of the time. I also believe that people need to feel connected to a bigger cause, feel included in decision making, feel appreciated for their contributions, and feel they are making a difference somehow.
What kind of leader can your people expect you to be?
I will try to cast a compelling vision of where we need to go and what we could be in the future. I will be as honest and as transparent as I can safely be. Of course they can expect me to work hard and do my best - but they can also expect me to seek their input, listen to their ideas, keep my door open, receive feedback without defensiveness, take an interest in the things that are important to them, and invest time and resources in their development as a leader. I will recognize and reward those who are willing to risk and try new things. I will reward those who develop themselves and others. I will express appreciation whenever I notice someone doing well, and privately address behaviors that need correction. I will work with people (coach them) to help them improve in skills and behaviors. I will be available to those I lead both physically and relationally.
What do you expect of your people?
To keep their commitments, to work hard, to be honest always, and to work and play well with others. I expect them to be team players - collaborate with others, celebrate with others, challenge others on the team. I expect them to tell me the truth whether I like it or not. I expect them to think for themselves and not look to me to solve every problem. I expect them to be open to feedback and pushback and to bring the same to myself and others. I expect them to initiate new ways to do things- to innovate. I also expect them to commit their own time and resources to develop themselves in leadership - this means I expect them to read about leadership, to examine areas that need improving, to seek coaching and feedback and to seek out other leaders to learn from.
How will you set an example for your people?
I will do everything I stated above that I expect of them: I will demonstrate what pushback and feedback looks like, I will initiate and innovate, they will see me reading and working on myself, they will see me with other leaders for the purposes of learning from them.
I believe that people are almost always more than I (and sometimes they) think. They have a certain set of skills, talents, abilities, gifts and strengths to offer to the organization. I believe that if a leader allows each person to use those skills and operate at least 50% of their time in those strengths, then they will be motivated to work hard toward the achieving the goals of the organization. I believe that we are all self-motivated when we are doing something we enjoy doing. A team member who is struggling with motivation is a team member who is probably not being allowed to use their strengths at least 50% of the time. I also believe that people need to feel connected to a bigger cause, feel included in decision making, feel appreciated for their contributions, and feel they are making a difference somehow.
What kind of leader can your people expect you to be?
I will try to cast a compelling vision of where we need to go and what we could be in the future. I will be as honest and as transparent as I can safely be. Of course they can expect me to work hard and do my best - but they can also expect me to seek their input, listen to their ideas, keep my door open, receive feedback without defensiveness, take an interest in the things that are important to them, and invest time and resources in their development as a leader. I will recognize and reward those who are willing to risk and try new things. I will reward those who develop themselves and others. I will express appreciation whenever I notice someone doing well, and privately address behaviors that need correction. I will work with people (coach them) to help them improve in skills and behaviors. I will be available to those I lead both physically and relationally.
What do you expect of your people?
To keep their commitments, to work hard, to be honest always, and to work and play well with others. I expect them to be team players - collaborate with others, celebrate with others, challenge others on the team. I expect them to tell me the truth whether I like it or not. I expect them to think for themselves and not look to me to solve every problem. I expect them to be open to feedback and pushback and to bring the same to myself and others. I expect them to initiate new ways to do things- to innovate. I also expect them to commit their own time and resources to develop themselves in leadership - this means I expect them to read about leadership, to examine areas that need improving, to seek coaching and feedback and to seek out other leaders to learn from.
How will you set an example for your people?
I will do everything I stated above that I expect of them: I will demonstrate what pushback and feedback looks like, I will initiate and innovate, they will see me reading and working on myself, they will see me with other leaders for the purposes of learning from them.
Another Leader's Point of View
What are your beliefs about leading and motivating people?
"When I spend time with the people I lead I want to lead them to do well, I want to show them how to obtain the end result, help them get there, rely on themselves and know that what they have done is important to getting to where we all need to go and get the end result that we need. I also think they should do their responsibilities to the very best that they can and on time. If they can't accomplish what needs to be done they need to ask for help and to not be afraid of being ridiculed for needing the help. If they can not get what is needed done in a time frame then things need to be looked at and evaluate. They need to know that they have done an excellent job and that they are appreciated. Have fun along the way.
You also have to have your people believe in you and what you are trying to get accomplished."
What kind of leader can your people expect you to be?
"To do my very best, on time and if I cant get it done I ask for help. Its always a team effort to get anything accomplished. To listen to all ideas. It's not just what I want, it takes the the team to get it done. Everyone has great ideas."
What do you expect of your people?
"To do their very best, on time and if they can't get it done ask for help. It's always a team effort to get anything accomplished."
How will you set an example to your people?
"Get my work done. Help them, encourage them. do what is expected of me. Gather a team to accomplish my goal. Learn more in leadership training."
Have you ever thought about these things?
"Yes, I am currently in a position where my leader does not put expectations out there nor does she encourage leadership training. Its very frustrating to have been trained by a excellent leader and then have to be under someone who is not as good."
"When I spend time with the people I lead I want to lead them to do well, I want to show them how to obtain the end result, help them get there, rely on themselves and know that what they have done is important to getting to where we all need to go and get the end result that we need. I also think they should do their responsibilities to the very best that they can and on time. If they can't accomplish what needs to be done they need to ask for help and to not be afraid of being ridiculed for needing the help. If they can not get what is needed done in a time frame then things need to be looked at and evaluate. They need to know that they have done an excellent job and that they are appreciated. Have fun along the way.
You also have to have your people believe in you and what you are trying to get accomplished."
What kind of leader can your people expect you to be?
"To do my very best, on time and if I cant get it done I ask for help. Its always a team effort to get anything accomplished. To listen to all ideas. It's not just what I want, it takes the the team to get it done. Everyone has great ideas."
What do you expect of your people?
"To do their very best, on time and if they can't get it done ask for help. It's always a team effort to get anything accomplished."
How will you set an example to your people?
"Get my work done. Help them, encourage them. do what is expected of me. Gather a team to accomplish my goal. Learn more in leadership training."
Have you ever thought about these things?
"Yes, I am currently in a position where my leader does not put expectations out there nor does she encourage leadership training. Its very frustrating to have been trained by a excellent leader and then have to be under someone who is not as good."
A Leader's Leadership Point of View
I asked a young woman I know to answer the questions that describe her Leadership Point of View. She is new to formal leadership but is a natural leader.
What are your beliefs about leading and motivating people?
"Establish trust based on mutual agreement that you will all be willing to do what is best for the organization as a whole. Open, safe dialogue. Hold one another accountable to the standards that have been established by the group."
What kind of leader can your people expect you to be?
"One that they can count on...what motivates me is the looks on the faces of the group and I know that they are counting on me. It is then that I am able to do things that are outside of my leader comfort zone. One that they can approach...one that will be honest...one that will make mistakes."
What do you expect of your people?
"Commitment. Quality. Self-sacrifice. Keep it real."
How will you set an example to your people?
"By sticking to the vision of the team, listening along the way for grumbles and little things that need addressed or celebrated. I will openly discuss even the hint of an issue that I feel could multiply. I will stay on task. I will not gossip about anyone on the team. I will hold others accountable and expect to be held accountable. I will keep it real."
What are your beliefs about leading and motivating people?
"Establish trust based on mutual agreement that you will all be willing to do what is best for the organization as a whole. Open, safe dialogue. Hold one another accountable to the standards that have been established by the group."
What kind of leader can your people expect you to be?
"One that they can count on...what motivates me is the looks on the faces of the group and I know that they are counting on me. It is then that I am able to do things that are outside of my leader comfort zone. One that they can approach...one that will be honest...one that will make mistakes."
What do you expect of your people?
"Commitment. Quality. Self-sacrifice. Keep it real."
How will you set an example to your people?
"By sticking to the vision of the team, listening along the way for grumbles and little things that need addressed or celebrated. I will openly discuss even the hint of an issue that I feel could multiply. I will stay on task. I will not gossip about anyone on the team. I will hold others accountable and expect to be held accountable. I will keep it real."
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