When I spotted a bumper sticker that that boldly proclaimed: “I hate my job” I carefully considered the risks taken to announce this concern publicly during a time of so few new jobs in the market. The economic environment seemed to scream out the severity of this problem, but I wondered if anyone besides me was concerned about the reasons behind this complaint.

This got me thinking about this employee’s boss. It seemed pretty unlikely that this manager would sport a bumper sticker that would announce to the world, “I hate my employees.” One key difference between managers and employees is that most managers have learned how to effectively mask behaviors that will get them fired or not be helpful in advancing their careers…or have they?

It is hard to separate the manager from her employee who openly displays the message ”I hate my job.” Where do such feelings come from? Let’s explore some possibilities…

Reason # 1: The Work Itself

While it’s possible the employee dislikes the task work, the work should not have come as a huge surprise. If a good solid approach to hiring was in place within this organization, a perspective employee would have a window into the work, the culture, and the team they’d be joining (see Rule 3: Begin at the Very Beginning). The work was (or should have been) understood and accepted on the job interview. Perhaps there is a better reason behind the bumper sticker…

Reason # 2: Compensation

So, what about pay? Considering compensation is agreed to and accepted by employees in the contract for employment, pay really does not drive motivation or engagement. Many mangers blame pay rather than look at their role or other issues on the team when things are not going so well. Hertzberg and other management theorists have suggested that though fair pay is critical to attracting good talent, money is simply not a motivator.

Reason # 3: Policy and Procedures

Policies and procedures are the next area we should explore. This area of the employee’s workplace experience does indeed have the potential to create much unhappiness (see Rule:1 Rules are Meant to be Broken). Yet often, it is how a policy gets communicated that creates the real trouble. Communicating in the interest of the receiver is an important skill for leaders. Having solid interpersonal skills such as listening and empathy go a long way in communicating this kind of information successfully. If a policy or procedure represents a change in a way of doing something, leaders need to have the skills to position change for greater acceptance and quicker integration (see Rule 34: Help your Team Accept Change).

The Key Reason: The Boss

Not to overly simplify employee engagement, there are surely many more aspects of the work that drive this. Yet, many experts agree that the relationship with the manager is a key driver. Managers often feel picked on, but they are critical in driving outcomes, job satisfaction, and innovation on the job.

What role are your leaders playing in the engagement and results in your organization? Have they been properly prepared to lead? Do they know how to address complaints early on before they become so large they must be displayed for the world to see?  Today more then ever you need every employee’s best effort to win. The key to unlocking this potential is within your leadership team.

Tags: General, Sightings by Susan S.
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I stood in the long line waiting to board flight 1059 and eventually shuffled my way toward the gate. When I got close enough, I was able to observe the mechanical way customers handed their pass to the attendant who quickly scanned the ticket and handed it back. No interaction, eye contact or conversation seemed part of this routine. I tried to break the rhythm as I handed my pass to the attendant. “Thank you,” I proclaimed with as much enthusiasm as I could generate. No response was returned, not even visual contact. The attendant was already searching for the next pass being extended toward him.

I boarded the airplane in search of the next employee I might engage in conversation. As I stepped aboard, I asked the attendant “How are you?” “Much better today” came the reply followed by a spontaneous interchange related to yesterday’s bad weather, spilled drinks, and assorted travel woes. Our brief conversation ended with laughter as my turn to move toward my seat arrived. As I settled into my cramped coach seat I tallied up the experience from a customer perspective.

True, it hadn’t started out too well with conflicting information related to a delay, and general confusion among passengers at the gate. Then the boarding pass ‘incident’ occurred followed by a delightful exchange with the greeting attendant. The score was stacked against the airline 2 to1. Yet, I was feeling so positive about my experience, I had to wondered why. As I considered the quality of the interchange with the welcoming attendant, it seemed it had overcompensated and erased the previous negative experiences for me. Could it be if just 1/3 of your customer interactions are truly positive they could wipe out at least a portion of your negative encounters? I’ll be monitoring my customer experiences in the coming days to see if this theory can hold true. I hope you will too.

Tags: Sightings by Susan S.
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