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Dr. Gorden:
We are still adjusting to a new Program Manager. I support the efforts of the new manager completely, but many of the other employees do not. It was extremely difficult for many to accept that their "best friend" was not chosen for the position. This gives an idea of the unhealthy atmosphere we have here.
The new manager, though very capable and knowledgeable of the program we operate, is hesitant to take steps to correct the personnel problems created under the previous Manager. We are a very small organization and are under constant scrutiny of other workers in our Job Center. I see several of my co-workers wasting time on personal business or playing games on the computer. The morale is very low and there is a prevailing "I don't give a sh**" attitude amongst my co-workers. It is becoming increasingly difficult to continue working here.
Signed,
Adrift In A Sea Apathy
Dear Adrift:
The new Manager, whom you support completely, does not appear anxious to correct those personnel problems, such as some co-workers attending to personal business and playing computer games while on the job. So what can be done, you wonder when an "I don't give a sh**" attitude seems to prevail??? You are discouraged and feel like you'd like to find a job where your co-workers really care about what they are doing.
What is it that has caused co-workers to have "I don't give a sh**" behavior? There are many possibilities? They may feel the pay is only enough for part of a day's work. They may have never gotten or lost the sense mission of your not-for-profit organization. They may have taken on bad work practices because the previous Program Manager did not set a good example or carefully monitor their performance. They may be employees who never learned a work ethic. They may have given up a long time ago on ever having a career within your workplace.
Not caring! Some people seem capable of working in such a climate but you are not.
Caring is the criteria for doing an honest day's work. Caring is the motivation for a sense of self-worth. Caring is the spirit that enables talented individuals to co-operate and co-ordinate their efforts under difficult working conditions. Caring is discretionary effort beyond the must-do job requirements or you'll be fired. Caring is conscientiousness, dependability, helping co-workers, and sacrificing to deliver the best quality work possible. Caring is the spur that caused you to express your job frustration.
You do not have the power to hire and fire. You are not the Manager. Nor can you tell the manager how to manage. You do not have the power to dangle a larger pay check to get better performance. Working in a not-for profit workplace does not permit gain-sharing, stock options,
and other profit-related kinds of motivators.
What might happen if you expressed your frustration? When and where and to whom might you share your displeasure with the job performance of those with whom you work? How would learning how you feel be received? What causes you to bite your tongue? Most likely it is fear.
Fear that you might be seen as an overly zealous supporter of the new Project Manager and fear that you might be branded as a squealer and a goodie-goodie.
Before jumping ship, you seem to care enough to see if there is a way to make your workplace one that cares. How might that be done without you suffering ostracism and more job frustration?
So is there a constructive way for you "to dance with them what brung you"? Is it possible "to fight in the trenches with those who are there"? Might there be a way to make your workplace one that "gives a sh** and really wants to deliver high performance? Is it possible for you and your co-workers to become excited about doing what you do? Is there a way to have fun while you are doing it?
You won't know unless you try.
What if? What if you you said What the Hell--what can I lose if I voice my frustration?
But is there a way to do it constructively? Here's something you might try. Rather than voice what is bothering you, why not get the Manager to set aside several sessions dedicated to answering two questions:
1. WHAT MIGHT MAKE YOUR JOB HERE DEEPLY SATISFYING???
2. WHAT MIGHT MAKE YOUR JOB HERE FUN???
The brainstorming and deliberation required to answer these question should lead to several concrete proposals that will cause you and your co-workers to collaborate on ways to deliver high- quality service to each other within the work group and to those who are your clients.
It might be that the new Program Manager is waiting for someone within your work group to request such an off site "What Can We Do To Feel Good About What We Are Doing" confrontation?
The short teamwork questionnaire that you completed on ASK THE WORKPLACE DOCTOR web site might serve as a vehicle for anonymously assessing where you as a work unit are with respect to morale, to working together as a team, and to work habits. You could copy the questionnaire and distribute it to your coworkers. Tabulating the answers anonymously and then discussing the reasons given for the numbers to each item will serve as a springboard for candid discussion.
Finding an experienced person to lead these sessions, of course, will make or break such a collective introspection. But finding one who has the know-how to facilitate such sessions although important is not essential. All it takes is you and hopefully a couple of other co-workers caring enough to persist and to tactfully speak up and to assertively urge the work group to not let die implementation of ways the group proposes they might find genuine satisfaction and fun on the
job.
Initiating these conversations takes courage. Keeping the conversations going and following through is what continuous quality improvement is all about, and that also is what finding work satisfying is about.
I welcome your reaction to what I've suggested. Getting from here to there will take a Can-Do gumption on your part. Do keep me posted on what you do or don't do.
WEGO comes about because of some who care much.
--Dr. Gorden