4 Reasons People Don’t Enjoy Work
Drucker said, “A man (person) should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths.”
“… the defining characteristic of the very best teams at Deloitte is that they are strengths oriented.” (HBR)
What if you saw strength in the people around you?
“Performing organisations enjoy what they’re doing.” Peter Drucker
4 reasons people don’t enjoy work:
- They constantly think about what’s wrong. Some people don’t enjoy anything. They need an attitude adjustment.
- They feel powerless to make things better.
- Ineffective management practices are beating the joy out of work.
- They need a different job. They aren’t suited for their current role.
Some managers and leaders would be lost if you told them they couldn’t focus on weaknesses.
Show up today with three new questions.
- What are you good at?
- What do your strengths tell you to do next?
- How can you do more of what you enjoy?
Feedback:
The word feedback reeks of weakness. The whole point of giving feedback seems to be telling people how bad they suck.
Yes, when employee behaviors hinder their success or hold teams back, they need to be told. But changing ineffective behaviors is more about developing strengths than fixing weaknesses.
Just for today, give feedback on what’s working.
Fuel performance:
- Choose coaching over directing.
- Have regular check-ins. Weekly is optimal. Make them short and driven by employees.
- Notice when people are at their best.
- Honor character, progress, as well as results.
What might managers and leaders do today to practice a strength-based focus?
Which of the ‘new’ questions would work for you today? What questions might you add?
I do wonder … are leaders that focus on weakness really just showing their own insecurity through a need to push others down?
I’ve always believed that the secret to gaining success from an individual in a team is to (a) understand their strengths [something they are good at], (b) understand what tasks they enjoy doing [doing these tasks fills them with positive energy], and (c) identify the contribution that they can make to the organisation that aligns their strengths with their enjoyable work and is also of value to the team.
Thanks Rob. I suppose for some, the issue is insecurity. For others, the issue is poor training. Perhaps some are just negative people to begin with. Some of us are recovering dark clouds.
Your addition of (c) is so helpful. It speaks to aligning strengths and passion with contribution. really helpful!
I like this, Dan. You’ve identified the challenges and given us some good solutions (questions) as we engage those we work with.
Thanks McSteve. Have a great day.
Totally agree with your thoughts!
Indeed, people usually don’t even know what they want and thus whatever they do it doesn’t bring satisfaction. It’s a pity. Also, I want to mention that it’s a real challenge to find out your aims and be aware of your strengths and weaknesses. Maybe the most powerful thing in the world is the focus of attention. We as human are willing to choose what to focus on and thus form our future!
Thanks for sharing!
Thanks Intelligent. It’s a powerful gift when leaders help others discover their strengths, passion, and purpose.
I always liked the LIFO framework that strengths, taken to their excess, can appear as weaknesses. You can be TOO detail oriented or TOO action oriented or TOO supportive of people and lose effectiveness.
AND, I think that is a really common issue with people and competencies. It’s the issue of BALANCE.
LIFO??? Last in. First out. … You gotta help me out here. 🙂
Feedback should be a conversation. Leaders should be interested in seeing their team succeed and have an obligation to ensure its success. The conversation should focus on what went right, progress on goals/projects, lessons learned, and professional development.
Thanks Daryl. The worst type of feedback is someone’s personal opinion about how you are doing. It needs to be objective. If there isn’t data, then there needs to be examples. If you can’t think of an example, don’t say anything. You’re probably over-reacting.
Exactly Dan. I love the Situation, Behavior, Impact (SBI) model.
Situation: Describe the situation–not “you always” or “you never” but “in Tuesday’s budget meeting…”
Behavior: Describe the specific behavior that is problematic. ex. “You slapped the table and pushed your chair back when Suzie offered her suggestion” not “you were a jerk to Suzie” and
Impact: Describe the impact on you, not just some generic reaction. ex. “I felt bad for Suzie and I feel less inclined to offer my ideas when that kind of reaction is acceptable” not “you ruined the meeting.”
SBI is a great way to offer PRAISE as well. Who wouldn’t rather hear “Your presentation at the board yesterday was powerful. You handled the questions clearly and persuasively–crisp and to the point. I see you’re able to handle these tough assignments well. Congratulations!” rather than “Good job.”
Loving SBI Sarah, thank you for sharing. I’m looking to develop the management skills of few colleagues and this is a nice simple technique to help give specific, and so more meaningful support (rather than feedback :).
Good stuff Dan. This ties in well with an interview I just heard with Daniel Coyle on three traits of a sustainable culture from his book the Culture Code. Safety (psychological–as in the outcome of Google’s team research) Shared Vulnerability (so you can have honest conversations about what’s working and what’s not) and Clear Sense of Purpose.
Thanks Sarah. It all sounds so right when you see it written out in simple language. BTW, love Daniel’s work.