Dangerous Footing Ahead

30 Apr Dangerous Footing Ahead

Well, the good news is the rate of voluntary resignations sweeping the United States appears to be slowing as we near the mid-point of 2023…at least compared to 2022 levels where some 50 million workers said, “I’ve had enough.”

 

The bad news is there are still far too many employees that remain horribly dissatisfied – and have adopted the “quietly quitting” stance that seems to dominate the headlines.

 

Quietly quitting is a euphemism for “this sucks…but I’ll keep collecting a paycheck and just not do anything.”

 

There is a good chance that you have a few silent assassins where you work.

 

Why are there so many?

 

Good question.

 

Now here’s a better one.

 

Why are some of us actually happy in what we do – and want to stay with the company we work for?

 

To answer that I’ll share a few points we sometimes discuss with executive clients – and if they each sound like good old-fashioned common sense then please remember.

 

Common sense is not common.

 

To build a culture of truly actively engaged employees we must:

 

• Build hope for a brighter future. Visionaries are rare. They are also invaluable.  The promise of “what can be” is infectious. But then again, so is the stigma of “this is just awful but at least it pays the bills.”
• Hire for character – not just skills. Everyone wants to talk about the power of culture – but great leaders know the truth. You will never build a great culture unless you hire individuals of great character first.
• Offer a foundation of stability – as best as you can, establish some level of safety that allows people to focus less on the wolves at the door and more on the collective promise of the team that has been assembled. There are no guarantees of success in this world – but we can guarantee that we will collaborate; that we will bring out the best in each other; and that we will treat each other with dignity and respect.
• Demonstrate compassion. Maya Angelou’s advice remains timeless. No one will care about how much you know until they know how much you care.  I’ve watched some companies handle difficult tasks (like downsizing(s)) with an incredible amount of caring – and other companies actually fumble what should have been motivational inflection points with the dexterity of a plow horse on roller skates.  “Being human” is a phrase that has become worn by overuse – it’s a shame that it hasn’t become tired because it has become so commonplace.
• Invest in the trust account. We’re all just…people – we all hunger to believe in those around us – and to be believed. And yet we find the absence of trust to lie at the core of countess failed teams – and corrupted companies.

 

Simple principles.

 

We sometimes add this equally simple checklist for companies to gauge just where they are on the above with their employee base – a three-minute survey – responses on a 1 to 10 scale.

 

• The future of this company – and my role in that future – is both important and clear to me.
• I believe my colleagues are committed to that future.
• I receive affirmation of my contributions on a regular basis.
• My opinions are valued.
• I have an opportunity to grow here.
• My manager is committed to my success.
• I have people who work here that care about me.
• I trust management.
• I believe I am getting better in my work.
• I have a coach or mentor I can talk with.

 

Ten questions – even the most contemplative of us can complete it in less than 5 minutes.

 

The results.

 

Can be.

 

Extraordinary.

 

Now, here is the reality.

 

Few leaders will take the time to actually test the waters when it comes to employee engagement.

 

They have business to take care of after all.

 

There will be time for that when things slow down.

 

Except that time will never come.

 

So somewhere in that company another person will quietly step into oblivion  – the latest victim of an epidemic far too few will choose to understand.