As it were, seventy five percent of the US working class is not engaged in their jobs. While this may not come as a surprise, the strange thing with this fact is that this number has not changed in 16 years. So when you’ve got stagnation like that, you start to wonder what the problem is. Is it just a reality plain and simple that people are always going to hate their jobs? Is it that workplaces are always going to treat their workers are emotionless robots? Is it even possible to strike that happy medium where employees love their jobs and contribute to the overall growth, productivity and innovation at their organizations?
Let’s scale it down and talk about your workplace. You know by now that when people quit their jobs, they are not really quitting their jobs… they are quitting their bosses. In this situation, maybe you need to take some time and work on your own self-improvement as a manager.
Did you know that in the US, over seven thousand adults quit their jobs to distance themselves from their line managers? This is was so they could improve their overall quality of life. The funny thing to me is—you probably don’t even realize you’re being a bad manager. I mean, you don’t shout, or give unrealistic deadlines or even sign a check too late in the month. The problem is that the stuff you’re doing wrong is a work lifestyle thing. You’re making your employees miserable, but you’re doing it slowly. And that’s the worst kind of miserable to be in, one where you can’t pinpoint where the “wrong” is exactly.
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Then, what is it that you can do that would make you better with this whole management thing? How can you stop employees running for the door every couple of years? For starters, adopt these 3 habits that are simple, yet commonly forgotten…
1. Give Clarity to Expectations
We once had a programmer join our team. Let’s call him John. Now John had a pretty cool job opportunity with another organization, too. Why did he choose us over them (apart from the fact that we’re clearly awesome-er)? John says that in his interview, when he asked his would-be boss what the expected duties of his position are, he simply said “Oh, so much.” John rephrased his question and asked, “What duties would I be expected to carry out on a day to day basis?” Once more, the would-be boss clicked his tongue and said “Oh, just everything.” John chose to work with us because we gave him clear directives of what his job title entails, right down to the daily basis thing.
Now, this is one extreme example of unclear expectations from the boss. Granted, John hadn’t even joined the organization yet, so anything we may have said about clarity would be an assumption. But clarity in expectations is considered the first element of great management. And this is where it goes beyond just the job description that we handed out to John that held all the directives. Clear expectations are that grey area in which an employee finds out what is expected of them in relation to other employees as well as the situation.
In our next blog, we’ll delve into the other two habits you can adopt that will stop your employees from running for the door.