In March, I posted up a blog on workplace motivation and the issues that surround performance in the average workplace. The subtitle was, “I Quit! Nevermind. Whatever…” to reflect the reality that so many people are just not into and aligned with the goals of the organization. This can be caused my many different factors but the end result is the same.
You can view that blog by clicking here
De-motivation seems to happen often in the workplace. It depresses results and has a wide range of side effects on attendance, quality, service, innovation and creativity. For an individual, it may be a sudden thing, where the pin hits the balloon and the worker snaps and decides that they are quitting. Some may resign and walk out right there — like the airplane attendant who grabbed a couple of beers and popped the emergency door to make that spectacular (and illegal) grand departure. Some simply decide that they will continue to show up for work but not quit — first they will find another job. And sometimes it is simply that the person burns out, gets totally blase about things and just does not care to try very hard anymore. Many managers think it is simply a cost of doing business.
In that other blog, I excerpt some of the key thoughts and data points from my longer article about workplace performance, which you can also access. Basically, my solution is to facilitate more involvement and engagement in fixing thing that people commonly see as issues and opportunities for improvement.
I wanted to re-post about this theme of “quitting while working” because I saw an interesting email to me this morning from Leadership IQ. I do not know those people but found that this post seemed to offer good, and slightly different ideas about dealing with this workplace intrinsic motivation issue. Here is what they said:
|Middle performers comprise about 70% of your workforce. Yet they get the least amount of development and consideration. Managers spend most of their time trying to fix low performers, or enjoying the company of high performers. So middle performers generally get ignored.There’s also a myth that middle performers are just ‘maxed out’ and can’t become high performers. While that’s true for about 10% of them, the rest have other reasons for not becoming high performers.What are those reasons?They Don’t Know How
On our employee surveys, only about 40% of employees say “I know whether my performance is where it should be.” That means about 60% of your folks truly don’t know, and that’s because expectations aren’t clear, there’s not enough (or poorly delivered) coaching, etc. How can middle performers become high performers when then don’t know what that means?
They Lack Confidence
Costs Are too High
Benefits Are Too Low
So what can you do? Join us at our upcoming webinar called BRINGING OUT THE BEST IN YOUR MIDDLE PERFORMERS.
This 60-minute webinar will show you:
I’ve blogged a lot about issues of people and performance. Heck, that is what ALL my writings are about. I think that the knowledge requirement is not one of more training, but of modeling best practices. People in the workplace can choose to help themselves improve if they were more engaged. I write extensively about that and you can see some of my thoughts on improving feedback systems to support higher performance, with a checklist, here.
I am less enthused about doing more skills training than I am on building self-managing work teams who focus on peer support and sharing best practices as an approach to improving results. You can also read some of my thinking on the issue of high performance in this post on Flow. This also addresses issues of confidence and if you design that individual or team’s workplace better, you can generate better performance results.
I am going to sign up for that webinar to see what tools they bring. I am not into the idea that doing a survey is what is needed, since a simple honest and open discussion about issues and opportunities can readily bring out that information as well as generate ideas for improvement. That is what our Square Wheels toolkits are designed to do and they do it well and inexpensively, plus they generate ideas for action.
So, I hope that all these ideas are useful to you.
We need to do something differently if we are expecting anything to improve. At PMC, we sell simple tools with powerful impacts on engagement and innovation. They work because people generate their own ideas and solutions and the simple reality is this:
Nobody ever washes a rental car!
Have FUN out there!
Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Elegant solutions to complex problems.
Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant. Connect with Scott on Google+ – you can reach Scott at firstname.lastname@example.org
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