How to Completely
Wednesday, March 7, 2012
Recall your worst day at work, when events of the day left you frustrated, unmotivated by the job, and brimming with disdain for your boss and your organization. That day is probably unforgettable. But do you know exactly how your boss was able to make it so horrible for you? Our research provides insight into the precise levers you can use to re-create that sort of memorable experience for your own underlings.
Over the past 15 years, we have studied what makes people happy and engaged at work. In discovering the answer, we also learned a lot about misery at work. Our research method was pretty straightforward. We collected confidential electronic diaries from 238 professionals in seven companies, each day for several months. All told, those diaries described nearly 12,000 days – how people felt, and the events that stood out in their minds. Systematically analyzing those diaries, we compared the events occurring on the best days with those on the worst.
What we discovered is that the key factor you can use to make employees miserable on the job is to simply keep them from making progress in meaningful work.
People want to make a valuable contribution, and feel great when they make progress toward doing so. Knowing this progress principle is the first step to knowing how to destroy an employee’s work life. Many leaders, from team managers to CEOs, are already surprisingly expert at smothering employee engagement. In fact, on one-third of those 12,000 days, the person writing the diary was either unhappy at work, demotivated by the work, or both.
That’s pretty efficient work-life demolition, but it leaves room for improvement.
Step 1: Never allow pride of accomplishment.
When we analyzed the events occurring on people’s very worst days at the office, one thing stood out: setbacks. Setbacks are any instances where employees feel stalled in their most important work or unable to make any meaningful contribution. So, at every turn, stymie employees’ desire to make a difference. One of the most effective examples we saw was a head of product development, who routinely moved people on and off projects like chess pieces in a game for which only he had the rules.
The next step follows organically from the first.
Step 2: Miss no opportunity to block progress on employees’ projects.
Every day, you’ll see dozens of ways to inhibit substantial forward movement on your subordinates’ most important efforts. Goal-setting is a great place to start. Give conflicting goals, change them as frequently as possible, and allow people no autonomy in meeting them. If you get this formula just right, the destructive effects on motivation and performance can be truly dramatic.
Step 3: Give yourself some credit.
You’re probably already doing many of these things, and don’t even realize it. That’s okay. In fact, unawareness is one of the trademarks of managers who are most effective at destroying employees’ work lives. As far as we could tell from talking with them or reading their own diaries, they generally thought their employees were doing just fine – or that “bad morale” was due to the employees’ unfortunate personalities or poor work ethics. Rarely did they give themselves credit for how much their own words and actions made it impossible for people to get a sense of accomplishment. You may be better at this than you think!
Step 4: Kill the messengers.
Finally, if you do get wind of problems in the trenches, deny, deny, deny. And if possible, strike back. Here’s a great example from our research. In an open Q&A with one company’s chief operating officer, an employee asked about the morale problem and got this answer: “There is no morale problem in this company. And, for anybody who thinks there is, we have a nice big bus waiting outside to take you wherever you want to look for work.”
A good quote to keep in your back pocket.
Over the past 15 years, we have studied what makes people happy and engaged at work. In discovering the answer, we also learned a lot about misery at work. Our research method was pretty straightforward. We collected confidential electronic diaries from 238 professionals in seven companies, each day for several months. All told, those diaries described nearly 12,000 days – how people felt, and the events that stood out in their minds. Systematically analyzing those diaries, we compared the events occurring on the best days with those on the worst.
What we discovered is that the key factor you can use to make employees miserable on the job is to simply keep them from making progress in meaningful work.
People want to make a valuable contribution, and feel great when they make progress toward doing so. Knowing this progress principle is the first step to knowing how to destroy an employee’s work life. Many leaders, from team managers to CEOs, are already surprisingly expert at smothering employee engagement. In fact, on one-third of those 12,000 days, the person writing the diary was either unhappy at work, demotivated by the work, or both.
That’s pretty efficient work-life demolition, but it leaves room for improvement.
Step 1: Never allow pride of accomplishment.
When we analyzed the events occurring on people’s very worst days at the office, one thing stood out: setbacks. Setbacks are any instances where employees feel stalled in their most important work or unable to make any meaningful contribution. So, at every turn, stymie employees’ desire to make a difference. One of the most effective examples we saw was a head of product development, who routinely moved people on and off projects like chess pieces in a game for which only he had the rules.
The next step follows organically from the first.
Step 2: Miss no opportunity to block progress on employees’ projects.
Every day, you’ll see dozens of ways to inhibit substantial forward movement on your subordinates’ most important efforts. Goal-setting is a great place to start. Give conflicting goals, change them as frequently as possible, and allow people no autonomy in meeting them. If you get this formula just right, the destructive effects on motivation and performance can be truly dramatic.
Step 3: Give yourself some credit.
You’re probably already doing many of these things, and don’t even realize it. That’s okay. In fact, unawareness is one of the trademarks of managers who are most effective at destroying employees’ work lives. As far as we could tell from talking with them or reading their own diaries, they generally thought their employees were doing just fine – or that “bad morale” was due to the employees’ unfortunate personalities or poor work ethics. Rarely did they give themselves credit for how much their own words and actions made it impossible for people to get a sense of accomplishment. You may be better at this than you think!
Step 4: Kill the messengers.
Finally, if you do get wind of problems in the trenches, deny, deny, deny. And if possible, strike back. Here’s a great example from our research. In an open Q&A with one company’s chief operating officer, an employee asked about the morale problem and got this answer: “There is no morale problem in this company. And, for anybody who thinks there is, we have a nice big bus waiting outside to take you wherever you want to look for work.”
A good quote to keep in your back pocket.
The Golden Rule of Networking: Don't Keep Score
This is the only way to win at networking: Always offer to help. Never expect anything in return.
I call it Golden Rule of Networking, and it should permeate all your networking efforts. What makes that a little tricky is that it goes against every naturally acquisitive, ambitious and self-serving impulse in you.
My Golden Rule of Networking is simple: Don't keep score.
What's that mean? Most of us understand networking as an act of mutual action and mutual exchange. Reciprocity. A transaction that is mutually beneficial to both. That's the kind of reciprocity that most people are familiar with.
My definition of reciprocity is quite different. You must give without keeping score. No quid pro quo. It’s the one fundamental concept that is the most misunderstood in business today. Few people truly get it. You are either all in or all out.
There have been plenty of people over the years who said they were going to help me in some way, but they didn’t. Maybe they couldn’t. Maybe they just forgot. Maybe they never intended to. It doesn’t matter. You cannot keep score, or you will lose for sure.
Deposits in the Brain Bank
Let me tell you how it works: If you're smart, you surround ourselves with talented people—the most talented you can find. They are your most powerful asset. In my case, I regard this select group as my own personal brain bank. They include our family, friends, mentors, fellow workers and our industry contacts. You never know when you'll need to draw on the "accounts" you create with those oh-so-valuable resources.
With every contact within your brain bank – every call and every visit – preferably near the conclusion, sincerely ask the other person what you can do to be helpful to them. Ninety-five percent of the time, people will thank you for asking and tell you that there's really nothing they need. If, however, they do ask you for a favor, then your eyes should light up.
Here's Your Chance
As you learn what is being asked for, note every detail with warmth and urgency. Fulfill the request to the best of your ability. As you do it, and after it's done, expect nothing, absolutely nothing, in return. Don't shop for gratitude in your phone calls or e-mails. Do the favor because you like and respect the other person and honestly want to help.
If you manage your career and live your life in this way, two magical things will happen:
Over time, people will find ways to do remarkable and unexpected things for you that make your life easier.
When you're hit by a storm, you are likely to find the most astonishing human network of support you could ever imagine.
Over the years, my networking focus has shifted from the quantity of contacts I maintain to the quality of contacts. The quality of your life is determined by the quality of your relationships. The quality of your business is no different.
---
Written by:
Harvey Mackay, author of The Mackay MBA of Selling in the Real World, is founder of the MackayMitchell Envelope Co. He has written six bestsellers, including Swim with the Sharks Without Being Eaten Alive. @HarveyMackay
As published in: INC - February 28, 2012
I call it Golden Rule of Networking, and it should permeate all your networking efforts. What makes that a little tricky is that it goes against every naturally acquisitive, ambitious and self-serving impulse in you.
My Golden Rule of Networking is simple: Don't keep score.
What's that mean? Most of us understand networking as an act of mutual action and mutual exchange. Reciprocity. A transaction that is mutually beneficial to both. That's the kind of reciprocity that most people are familiar with.
My definition of reciprocity is quite different. You must give without keeping score. No quid pro quo. It’s the one fundamental concept that is the most misunderstood in business today. Few people truly get it. You are either all in or all out.
There have been plenty of people over the years who said they were going to help me in some way, but they didn’t. Maybe they couldn’t. Maybe they just forgot. Maybe they never intended to. It doesn’t matter. You cannot keep score, or you will lose for sure.
Deposits in the Brain Bank
Let me tell you how it works: If you're smart, you surround ourselves with talented people—the most talented you can find. They are your most powerful asset. In my case, I regard this select group as my own personal brain bank. They include our family, friends, mentors, fellow workers and our industry contacts. You never know when you'll need to draw on the "accounts" you create with those oh-so-valuable resources.
With every contact within your brain bank – every call and every visit – preferably near the conclusion, sincerely ask the other person what you can do to be helpful to them. Ninety-five percent of the time, people will thank you for asking and tell you that there's really nothing they need. If, however, they do ask you for a favor, then your eyes should light up.
Here's Your Chance
As you learn what is being asked for, note every detail with warmth and urgency. Fulfill the request to the best of your ability. As you do it, and after it's done, expect nothing, absolutely nothing, in return. Don't shop for gratitude in your phone calls or e-mails. Do the favor because you like and respect the other person and honestly want to help.
If you manage your career and live your life in this way, two magical things will happen:
Over time, people will find ways to do remarkable and unexpected things for you that make your life easier.
When you're hit by a storm, you are likely to find the most astonishing human network of support you could ever imagine.
Over the years, my networking focus has shifted from the quantity of contacts I maintain to the quality of contacts. The quality of your life is determined by the quality of your relationships. The quality of your business is no different.
---
Written by:
Harvey Mackay, author of The Mackay MBA of Selling in the Real World, is founder of the MackayMitchell Envelope Co. He has written six bestsellers, including Swim with the Sharks Without Being Eaten Alive. @HarveyMackay
As published in: INC - February 28, 2012
Subscribe to:
Posts (Atom)