by David Lee
reprinted from The
Employment Times,
One of the questions I’m most frequently asked is “How can we improve morale?” Because morale affects every aspect of a company’s competitive advantage, it’s an important question to ask.
Business
objectives that relate to your company’s success, such as increasing quality,
productivity, and customer loyalty, while reducing turnover, absenteeism, and
safety related costs, are all influenced by employee morale. Therefore, keeping
morale high should be on every manager’s radar screen.
Here’s
the problem, though: most managers and HR professionals start off their quest
to improve morale on the wrong foot. They doom their morale building efforts
from the beginning by asking the wrong question. It usually goes something like
this: “We need to improve morale. What program would you recommend that doesn’t
cost much (or anything)?” The way they frame this critical issue reveals two
serious errors in perspective and it offers a clue why morale might be a
problem in the first place.
The
fact that the request includes the qualifier “doesn’t cost much (or anything)”
reveals the first perspective error. Not being willing to invest in a factor –
employee morale - that so powerfully affects their organization’s success is
simply being “penny wise and dollar foolish.”
Approaching
the issue of improving employee morale from the perspective of “We want to
improve this critical driver of our success, but we don’t want to invest time
and money in making it happen” makes as much sense as saying “We want to
deliver world class customer service, but we don’t
want to invest in hiring the best people or taking the time and money to train
them well.” It’s beyond illogical; it’s delusional. People who say they want to
improve morale, but aren’t willing to invest in it, need to examine both their
sincerity and their logic.
Besides
the “penny wise, dollar foolish” perspective error, such a request reveals a
second perspective error: trying to solve an experiential problem with a
material solution. In the typical request, the person sees the solution in the
form of a program, as if just the right event, award ceremony, or fun little
program will make a lasting change in morale.
It
won’t. Goodies, gimmicks, and gala events, on their own, don’t lead to high
morale. Nor do any quick fix “solutions.” In fact, when such events and
programs contradict workers’ daily experience of not being respected, valued,
or appreciated; these approaches have just the opposite effect. They lead to an
even more cynical, distrustful, and disengaged workforce.
What
does lead to high morale is an intrinsically rewarding work experience:
a work experience where employees feel respected, valued, and appreciated; a
work experience where employees get to be players and not just hired hands, a
work experience where they get to make a difference. With such a work
experience, employees don’t need to be bribed, they don’t have to be plied with
goodies to make them want to come to work and do their best.
Thus,
the second critical perspective error that dooms the goodies, gimmicks, and
gala events approach to failure is trying to solve what is fundamentally an
experiential issue with material “solutions” (i.e. goodies) and events. Morale
problems are experiential problems, they’re a result
of a negative or dissatisfying work experience, whether due to the actual job
itself, one’s relationship with one’s boss, not having adequate training, or
the myriad of other factors that affect morale.
Because morale is a problem of a unsatisfying
work experience, the answer is in changing the work experience. More
specifically, the answer is in creating an intrinsically rewarding work
experience, a work experience that itself is rewarding (not always fun, but
rewarding).
You
don’t create such a work experience with one time events or material perks.
Holding an Employee Appreciation Day, having Dress Down Fridays, or giving
employees company logo doesn’t create an intrinsically rewarding work
experience. What does? Designing a work experience based on the plethora of
research about which organizational factors, managerial practices, and human
needs lead to an inspired, engaged workforce.
Because
the goodies, gimmicks and gala events approach to improving morale is so
prevalent, I want to risk belaboring this point by using an analogy that I hope
makes it even more evident why this approach doesn’t work.
To
dramatize the folly of trying to solve an experiential issue with a material
solution or an event, let’s translate this approach into a personal life
application. Imagine the following scenario: a co-worker tells you his wife
just told him she’s unhappy with their relationship. He doesn’t remember the
exact reasons she stated, but he does remember her saying she’s not satisfied.
He tells you he’s been thinking about what to do about this, and has come up
with two possible solutions. He wants your feedback on which is better. His solutions? Either buy her a Miata
or take her on a
Although his level of cluelessness might seem absurd, it does illustrate the same
thought process underlying the request for a morale-building program. In our
marital example, instead of learning what relationship needs of hers aren’t
being met and working with his wife to create a marital experience where they
are being met, he thinks his salvation lies in a material solution, either the
perfect material object - the Miata - or the perfect
event - the Caribbean cruise. But, material solutions or events don’t satisfy
experiential needs. In this example, such experiential needs might include
spending more time together, being listened to rather than being talked at or
ignored, being treated with respect and caring, etc. In the workplace, the need
to matter, the need to be proud of your work and your employer, and the need
for autonomy [1] are a
few of the experiential needs that impact morale and productivity. If these
experiential needs aren’t met, no material “solution” or event will make a
difference.
Let’s
move on to four thoughts for you and your management team to keep in mind as
you explore this issue of improving morale by creating an intrinsically
rewarding work experience. Consider these four points:
Remember
That Goodies, Gimmicks, and Gala Events Are The Frosting, Not The Cake – Although goodies, gimmicks, and gala
events aren’t the solution to improved morale, they do have a place in the
overall approach. They’re appropriate when done as part of a larger effort and
when they’re not done instead of the hard work that needs to take place.
Organizations
known for having a great workplace frequently put on a variety of fun events
and special programs, and often shower employees with various “goodies.” These
programs and perks work for them because they’re an honest representation of how
management feels about, and treats, employees day in and day out. Managers in
these companies recognize that such programs and perks are the frosting on the
cake, they’re not the cake. They understand that the “cake” is the work
experience.
For
these organizations, their generous perks, gala events, fun programs are a
congruent manifestation of the ongoing relationship between labor and
management, and a congruent extension of their employees’ work experience. Returning to the example of giving a partner a special gift, if the
relationship isn’t good, such a gift is seen as missing the point (“I don’t
want an expensive gift, I want to spend time together!”) and perhaps even a
transparent manipulation. But, if that special gift is a natural expression of
a special relationship, it both communicates and strengthens the specialness of that relationship.
Therefore,
as you develop a strategy to improve morale, don’t make goodies, gimmicks, and
gala events the centerpiece or the foundation of your strategy. See them for
what they are: the frosting and not the cake.
Make
Sure All Managers Understand “It’s the Little Things, and Every Little Thing
Matters” –
Morale is not improved by a one time, dramatic display of appreciation. Morale
is improved - or damaged - one interaction at a time. Every time employees
interact with their manager, it’s a Moment of Truth. Every time they interact
with their employer, whether in the form of a company-wide policy or
communication, it’s a
Moment of Truth.
Just
as in customer service, each moment of truth affects how the organization is
perceived. The sum total of these moments of truth determine
how the employee feels about his or employer. Thus, each moment of truth
matters.
Thus,
instead of focusing on one time events and dramatic displays of concern and
appreciation, your management team needs to “think small.” They need to focus
on those simple day to day encounters that might seem insignificant, but which
through their cumulative effect, determine morale. In the words of branding
expert Scott Bedbury, you want your managers to
understand that “Everything Matters”.
It
matters whether a manager notices the good things an employee does or just
notices their mistakes. It matters whether a manager asks employees for their
input before making a decision that impacts their daily work or just goes ahead
and makes the change, expecting employees to “just deal with it.”
It
matters whether managers get back to employees promptly about their requests or
have to be repeatedly pursued for an answer. It matters whether managers say
“Thank you” when employees go the extra mile or take it for granted. In short: ”Everything Matters.” Therefore, all managers need to be
more focused on the many moments of truth that build or destroy morale.
It’s
important to help managers understand this for two reasons. First, with most
people being overloaded with work, it’s natural for managers to sprint through
the day without taking time to consider the impact of their interactions.
“Everything Matters” helps them remember the importance of paying attention to
each interaction and giving it their best.
Second, because most people are unlikely to give their boss negative
feedback, managers never realize the negative impact of mishandled moments of truth.
Because they don’t get that feedback, they don’t receive evidence that
Everything Matters.
Thus,
by helping managers make “Everything Matters” a mantra, it helps them become
more alert to, and mindful of, the many little moments of truth each day brings,
and increases the odds that the outcome of each will be morale-building.
Most
of the Answers Are Within You and Your Workforce… So Ask – The answer to improving
morale in your company doesn’t come from the latest management fad. It doesn’t
come from giving every employee copies of Who Moved My Cheese or making them
watch a Fish! video. The answer comes from you and
your workforce. Because each company has a unique culture and a unique set of
problems causing diminished morale, no off-the-shelf, one-size-fits-all, quick
fix “solution” will address the unique challenges and needs your organization
faces.
Furthermore,
trying to force a pre-packaged solution onto employees usually backfires. No
one likes to have things forced on them; we do like to be involved in
solving problems.
Creating
a “home grown” customized solution for low morale, obviously requires finding
out the causative factors. Rather than guess what they are, ask. Just as
importantly, make sure you don’t ask unless you are truly willing to honestly
address them. Most managers drop the ball at this step. They ask for input,
employees give the input, and then nothing is ever done with the input. The result? Decreased morale and trust;
increased resentment and cynicism.
Dong
this right also means involving employees in generating solutions. Because
Everything Matters, just the fact that you involve employees in generating
solutions wins you “morale brownie points.” Doing so shows you respect them. It
also taps into the need to matter – to be a player and not just a hired hand,
and the innate drive to solve problems, two factors that strongly impact
morale.
Be
Willing To Look In The Mirror – Especially If You’re At The Top – If there’s a morale
problem, there’s a leadership problem. The problem is, when things aren’t going
well, it’s human nature to look outside ourselves for
the cause. If you’re a manager, especially a senior manager, have you asked
yourself “What am I doing that might be contributing
to – or even driving – low morale?”
If
you are contributing to low morale, chances are good that no one has told you
this. Bosses don’t hear these things, because most employees realize
criticizing their boss isn’t exactly the fast track to success. Thus, most
bosses never hear about the many things they inadvertently do that diminishes
employee morale. Thus, they continue to do things that damage morale, and wonder why turnover is high or employee
relations issues plague their company.
Because
power brings immunity from feedback, you will need to actively seek out
feedback - if you’re truly serious about improving morale. You will need to ask
for feedback and learn how to make it safe for people to respond honestly.
Approaches and tools that can yield useful information include the many
leadership assessment tools available, 360 degree survey tools, having HR or an
external consultant interview people you deal with, and executive coaching.
If
you want to improve employee morale, remember that goodies, gimmicks, and gala
events are not the answer. They’re the icing on the cake, not the cake. The
cake is an intrinsically rewarding work experience. To find out how you can
create one, ask. Then work together with your employees to make it a reality.
In
part II, we’ll explore in more detail what you can do to improve morale, from
three different perspectives. We’ll look at what you can do if you’re an HR
Manager, what you can do if you’re a supervisor, and what you can do if you’re
the CEO, President, Division Head, or business owner.
Click Here
for more articles by David Lee
About
the Author:
David Lee is a consultant, speaker, and executive coach. The founder of HumanNature@Work, he has worked with organizations and
presented at conferences throughout
For More Information:
David Lee, President
HumanNature@Work
Tel: 207-571-9898
E-mail: info@HumanNatureAtWork.com