Unless you’ve been living under a cultural rock, you’ve seen the popular 1999 film Office Space. And if you’re like millions of Americans, you know all too well what the film’s characters mean when they refer to “a case of The Mondays”: low-grade dread, sluggishness, a lack of motivation, and an overall sense of disengagement when it comes to your job. These feelings inspire workers to do only the bare minimum necessary to avoid being fired, and they can easily bleed beyond the first day of the workweek.
As a leader, you don’t need to be told just what a negative effect this “ailment” can have on your company’s culture, bottom line, and employee turnover. What you do need are real-world tactics to help banish The Mondays from your organization.
In my last blog post, I shared my belief that the “cure” for The Mondays is actually pretty simple: To create more workplace happiness, motivation, and productivity, you need to show your people more gratitude, individual recognition, and (yes!) love. Believe it or not, these things make employees happier in their day-to-day work lives than huge salaries and corner offices!
I’ve already shared three tactics to help you cultivate happy, engaged employees:
- Catch people doing things right.
- Praise employees publicly as often as possible.
- Handle mistakes with care.
Here are five more tactics to add to that list:
Don’t be the sole decision maker. Maybe you’ve never put much emphasis on the thoughts and opinions of your employees. After all, you pay them a fair wage to come to work each day and perform specific tasks. As a leader, it’s your job to decide what those tasks should be and how they should be carried out, right? Well, yes—strictly speaking. However, this unilateral approach to leading your team sends the impression that you’re superior (even if that’s not your intent) and also contributes to disengagement.
You see, employees who are told what to do feel like numbers or cogs in a machine. To unlock buy-in and achievement, make your employees feel like valued partners by seeking out their opinions, ideas, and preferences. They’ll be much more invested in your organization’s success because they had an active part in creating it. And here’s some good news that may surprise you: Your employees probably won’t care as much as you think they will if their suggestion doesn’t become reality. Mostly, they just want to know that their voice was heard by the people in charge.
Help your employees grow. As a leader, there’s a lot you have to deal with on a daily basis: Meeting quotas. Making sure procedures are followed. Keeping up with advances in your field. Learning and disseminating company policy. The list goes on. But no matter how full of “stuff” your plate is, don’t forget that a crucial part of leadership is developing your people.
Ultimately, the success or failure of your business depends on the people who show up each day to do the work, so place a strong emphasis on developing them. Give each member of your team progressively more autonomy, authority, and responsibility when they show they can handle it. When they feel challenged and know that their talents are being utilized, your employees will be more engaged. And whatever you do, avoid micromanaging, which can give employees the impression that you don’t have faith in them. If you have to, lock yourself in your office or go for a walk to keep yourself from hovering!
Remember that business is personal. Your employees will be more loyal and more motivated if they feel valued as individuals, not just as job descriptions. So get to know each team member on an individual basis and incorporate that knowledge into your regular interactions. For instance, if you know that John in Accounting has a daughter who’s applying to college, ask him which schools she’s considering. Or if Susanna in HR just came back from vacation, ask to see a few pictures.
Actually, showing genuine interest and caring is the greatest motivator I know. When you dare to “get personal,” your employees’ desire to please you will skyrocket. That’s why, when I was leading Autopart International, I took advantage of every opportunity I could think of to let my people know I was thinking about them. I recommended books I thought they might enjoy. I sent motivational quotes to employees who might appreciate them. I attended all weddings, funerals, bar mitzvahs, and graduations I was invited to. And guess what? Not only did I boost employee engagement…I also formed a lot of meaningful relationships that continue to this day.
Make it a family affair. Whenever possible, engage your employees’ families in a positive way. In addition to holding contests with family prizes and inviting loved ones to company celebrations, make sure that your team members’ families know how much they’re appreciated by your company. Having a leader validate all the hours each employee spends at work will be remembered far longer than a bonus (really!). Plus, when spouses and kids know what Mom or Dad does at work and are “on board” with it, your employee’s performance will be buoyed by support from the ones he or she loves the most.
For example, if an employee at Autopart International did something really tremendous, I would call his home, generally trying to get the answering machine and not a person. Then I’d leave a voicemail like this one:
Hi, (name of spouse and kids), this is Todd Patkin from Autopart International where your husband and dad works. I just want to tell you that he is incredible! He just broke our Nashua, New Hampshire, store’s all-time sales record. Guys, that is tremendous! So, please, kids, do me a favor. When your dad comes home tonight, everyone run up and give him a huge hug and tell him how proud you are of him and how great he is. And, (name of spouse), I hope you will give him a wonderful kiss to make sure he knows how much you love him and how much he is appreciated for all he’s doing for our company. Thanks, guys.
Years later, many employees whose families received these phone calls told me that although they didn’t remember how much their bonus checks were for that year, that extra-special homecoming was still clearly etched in their memories. And you know what? Leaving that message cost me next to nothing.
Re-recruit your best people. Since the buck stops with you, it can be tempting to focus the bulk of your help and encouragement on your lower performers. If I can help Ted and Tina boost their numbers, the thinking goes, this entire department will be better off. Plus, I just don’t want to explain their dismal performance to my boss. While it is your duty to help your weak links move up in (or out of) your organization, your efforts are actually best spent with your top people. Just think of how much more impressive their already-great work could be with some more encouragement and guidance. Also, think of how far back your team would slide if these MVPs decided to hand in their notice and work for the competition.
You should go as all-out in “re-recruiting” your top people as you would in attracting new talent. At Autopart International, I regularly thanked my top performers and gave them tickets to concerts and sporting events, gift certificates to restaurants, etc. in order to show the depth of my appreciation. And considering what it would have cost in turnover to attract and train suitable replacements, well, I never considered those expenses to be anything other than money well spent.
If there is one thing I would like to tell all leaders at all levels and in all industries, it’s that you have nothing to lose and everything to gain—including an improved bottom line—by making your organization as happy a place to work as possible. While a lack of employee engagement is certainly a costly problem, its solution doesn’t have to be.