Why do my employees seem to dislike me? Why do they rush out the door at five o’clock sharp? Why do they take extended lunch breaks when there’s so much unfinished work? It couldn’t possibly be ME, right? I’m a nice person—I rarely raise my voice, and I approve of their raises each year when they’re due. So why do they quit, complain, or take so many days off?
Managers and employers worldwide know just how costly employee attrition can be—or worse, the impact of employees who stick around just until something “better” comes along. So, what’s the solution? Is there even a solution?
According to this author, the answer is a resounding yes. There are strategies managers can implement to show their employees that they are truly appreciated and valued. These include providing support when needed, keeping promises, and upholding the implied contract between employer and employee. In other words, maintaining fairness, respect, and balance in the workplace is key.
Would you rather have a raise or a heartfelt compliment? According to Maslow's hierarchy of needs, once our basic needs—such as food, shelter, and safety—are met, we begin to seek fulfillment of higher-level psychological needs, including esteem and self-actualization. At this stage, individuals require more than just financial compensation; they seek recognition, respect, and a sense of belonging.
Surprisingly, the affirmation of self-worth in the workplace often comes not from monetary rewards, but from being treated with fairness, respect, and dignity. When employees feel that their contributions are acknowledged and valued, it can have a profound impact on their motivation, satisfaction, and overall engagement.
Managers play a crucial role in fostering this environment. Meeting reasonable expectations, addressing disappointments through open communication, and demonstrating strong, empathetic leadership are essential tools that signal to employees that they are genuinely valued. When employees feel supported and appreciated, they are more likely to be committed, productive, and loyal to the organization.
In essence, while a raise might temporarily boost morale, it's the consistent, everyday acts of recognition and fairness that create a lasting sense of value and belonging within the company. This, in turn, not only enhances individual well-being but also strengthens the overall culture and success of the organization.
This book takes a hard look at how and why individuals in positions of power within organizations, whether large corporations or small businesses, can unconsciously demean or disrespect their employees. Such behavior can lead to significant consequences, including low productivity, internal dissension, and widespread cultural dissatisfaction. Often, these issues stem from managerial practices that may seem benign but, in reality, erode employee morale and engagement over time.
Managers must critically examine their supervisory practices and strategies, recognizing that even subtle actions or attitudes can contribute to a serious decline in employee satisfaction within their department. While it can be challenging to scrutinize and critique one's own behavior, it is an essential step for those who aspire to lead a motivated and highly productive workforce. Employees who feel respected, valued, and supported are far more likely to be engaged in their work and contribute positively to the organization.
This book offers the crucial conversations we need to have with ourselves as leaders if our goal is to foster a thriving workplace. It encourages introspection and provides practical guidance on how to make meaningful changes that can transform a struggling team into a cohesive, satisfied, and high-performing unit. By addressing these potential cracks in our leadership approach, we can build a stronger, more resilient organizational culture that benefits everyone involved.
