I recently read another post about why people hate their jobs and what employers can do about it.
The post, published in USA Today and titled "The Motley Fool: Why you hate your job" is just
another mainstream media attention grab. It really contains very little from a fresh or new perspective.
To their credit, they do cite the well-referenced Gallup survey that 52 percent of workers are not engaged in their work and that another 18 percent
describe themselves as "actively disengaged." The author goes on to drive home the point that American productivity is victim of this epidemic. "The most
strategic act that any organization can take is to better engage and inspire team members." That's the best advice in the post.
Their post contained three suggestions for how the leaders of an organization can "fix" this problem of employee engagement. In response, I'd like to bust
three myths about engagement:
Myth No. 1: Employee engagement can be fixed by external stimuli.
Do we believe we engage our workers better by allowing them to take all the time off they want or by letting them write their own job descriptions? Do we
believe people are like animals and that if we train them properly, they'll roll over or wag their tails when we wave a treat?
People want to matter. "Do X and they'll respond Y" is a myth busted by treating people as free agents. The best people aren't better than the non-best people. They simply appreciate our
goals and like doing their jobs. They want to be a part as "we" achieve the goal. They aren't better than the other people; they fit better. Fit requires a
clear understanding of goals.
Many people don't understand their own motives. When they experience disinterest in the organization's goals, they pursue their own. People who freely
appreciate the organization's goal and provide a valued contribution become more valuable and experience more joy. They freely join and consequently
require less energy to manage. They bring their best energy and manage their own engagement as long as the organization holds up its end.
Myth No. 2: People are generally selfish.
This myth treats engagement as a transaction where leaders feed worker selfishness in exchange for workers feeding the leader's goals and objectives. I
often hear that everyone is just working for the weekend or for a paycheck. Sure, based on the Gallup poll referenced above, seven out of 10 people are
consuming more than they produce. So that must be the rule. Or is it?
People always engage at the point where they believe a goal is compelling or worthwhile. Many, maybe even most, people will sacrifice for what they believe
to be noble causes. In the book "Delivering Happiness" by Tony Hsieh, you can learn how they evolved to be the best customer-service organization on the
People who want to take part in providing the wow factor and giving people an exceptional customer experience make it happen. They are creative in the ways
they create solutions toward that goal. People are family there. Turnover is low, and engagement is very high. Zappos is just one example of what happens
when you give people a chance to be part of something bigger than themselves.
Myth No. 3: What works for one person will work for others.
There are people who have no interest in your cause; they're not motivated by your rewards. Sure, we'd like to engage them, but they must fit. If
we're engaging people we like and we're expanding our team, don't let the people who fail to engage slow you down.
Remember the quote from Vince Lombardi, "If you aren't fired with enthusiasm, you'll be fired with enthusiasm." Zappos pursues culture at all costs. They
famously pay people to leave. Find people who self-engage with your goals and culture, and you don't have to work on engagement.
Please, let's stop the mechanical "do this and they'll do that" discussion about employee engagement. Create a compelling vision. Equip, energize, and
empower passionate people to pursue a vision they consider worth the effort, and give everyone else a chance to find their passion elsewhere.
Those are the keys to creating an environment where people volunteer engagement. You can't pull it out of them. You create a place where you're engaged,
and if those reasons appeal to others, they will find, engage, and grow.
Mike Henry Sr. is the chief instigator of the
Lead Change Group, a global community dedicated to instigating a leadership revolution. A version of this article first appeared on
SmartBlog on Leadership.