ENTHUSIASM
Seven Things
That Ruin My Enthusiasm
BY: RICK HOLBROOK
DEAR BOSS:
You’ve been talking a lot about why
you want us employees to be highly
engaged. Likewise, you’ve received
many suggestions on what you could
start doing. Believe me, I want to be
enthusiastic about coming to work.
However, rather than start something
new, why don’t you stop doing what
isn’t working? Here are seven things
you could stop doing that are ruining
our culture:
1. STOP DICTATING TO ME/DECIDING
FOR ME.
I’m a competent, committed employee
who wants to have a positive impact
on the company and grow my career
here. I hate waiting for you to make
every decision. It slows us down.
Rather than waiting for you to tell me
what to do, let’s set up some ground
rules around when I need to come to
you and what decisions I can make
myself. That’ll help me become more
valuable more quickly.
2. STOP GIVING ME CRAPPY WORK
WHILE KEEPING THE INTERESTING
WORK FOR YOURSELF.
I accept that I have some things to learn
and that you’re more experienced than
I am, but why not give me a stretch
assignment that will enable me to learn
some new skills and be a stronger
contributor to the company? This will
make things more interesting for me and
free you to do more important things.
3. STOP IGNORING MY
SUGGESTIONS ON WAYS TO
IMPROVE OUR WORK.
I want to feel I’m in on things, involved
and contributing so I offer suggestions
that I believe will improve us. I’d
appreciate some feedback on these
ideas or at least acknowledgement
of them. It feels like I’m sending out
messages that no one is bothering
to read. I’m afraid you’ll miss my
occasional good idea!
4. STOP TAKING MY GOOD WORK
FOR GRANTED.
I don’t feel appreciated and recognized
here. R ecognition and appreciation
are at the top of the list of things we
employees want from management.
Unfortunately, at this company they
seem to rank at the bottom of the list.
This is too bad because recognition
and appreciation, when genuine, are
very motivating and they’re free.
5. STOP TREATING ME LIKE A
MUSHROOM.
I read the newspapers, know the
economy isn’t great and see we’re
not as busy as we were. Why can’t
you just be straightforward about
our prospects? Since you don’t tell
us anything, we waste a lot of time
speculating on everything. And for
that matter how about some feedback
on my performance also? Not letting
me know your view of my performance
leaves me in the dark as to how I’m
doing and what I should do differently.
6. STOP HIRING AND PROMOTING
PEOPLE NOBODY LIKES.
Has it ever occurred to you that some
managers are only nice to you and
their peers, but mean to everyone
else? There are two-faced jerks here
that nobody wants to work for. There’s
no way they get the best effort out
of their people – they’re enthusiasm
killers.
7. STOP THE “NEED TO KNOW ONLY”
CULTURE OF COMMUNICATION
AROUND HERE:
You might think that the company-
strategy meeting you just attended
has nothing to do with low-level direct
reports like me, but you’re wrong.
Everyone on our team should know
where this company is going and the
part they’re expected to play in helping
us get there.
Fix these seven things and watch our
engagement soar! u
FALL 2017
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