Paul (let’s call him) works in the finance sector. Not so long ago, he was very disillusioned with his job. Not his actual work, which he enjoyed thoroughly, but with his new boss who, to put it bluntly, was a bully. Team morale crashed, cordial working relationships took a dive, job satisfaction plummeted.
We caught up the other day and I asked him how his work was going. ‘Great!’ he said. Seeing my surprise, he explained that he had a new boss. The bullying boss had been moved to another state where, he said, the number of internally advertised vacancies had soared.
‘It’s amazing’, he said, ‘how one person can spoil the enjoyment and job satisfaction for thousands. I could earn lots more money elsewhere. In fact, I nearly took another position when the poisonous boss was around but I held off because I genuinely care about the bank and my customers. Now I wouldn’t even consider moving. I enjoy the people I work with, I respect and like my new manager and I have the opportunity to develop and mentor others, which I find hugely satisfying.’
Over the years, I’ve had many people on training programs who have stated they’ve been offered more money to work for the competition but have turned down the opportunity for similar reasons. They enjoy their work and workmates. They respect their boss. They feel invested in their organisation.
Treating people with respect. Coaching them and providing them with development opportunities. Assigning work they enjoy and feel pride in doing well. Building a strong team people want to be part of and making sure people feel proud of their organisation. These basic people management activities become even more critical when you’re in an industry with high employee turnover and when you depend on the contributions of individuals for the whole team’s success.
Yet, basic as they are, those vital people management activities can all too easily be neglected when you’re under pressure, tangled in continual problems and crises, and have a ‘to do’ list as long as roll of toilet paper.
That’s what reminders on your calendar are for. Diarise the basics. Chat informally with every team member daily. Catch up weekly or fortnightly with everyone to chat about how their jobs are going. Talk about important organisational achievements and events. Share a coffee and share a laugh.
It’s the simple things that count the most. Do you do enough of the ‘simple things’?