Bad Job Fit and Hazy Goals Top List of Employee Misbehaviors that Drain Companiesí Energy

Workforce performance firm lists top five drivers of misbehaviors, offers tips

ìMisbehaviorsî in the workplace not only deplete an organizationís energy, but theyíre also a warning that employeesí needs arenít being met. Thatís the premise behind the five key drivers of misbehaviors released by Juice Inc., a HR consulting firm that helps companies boost their organizational energy and employee engagement.

ìWhen the core emotional needs of individuals arenít being met, employees canít offer their best stuff,î says Brady Wilson, one of Juiceís founding partners and author of the book, JUICE: Release Your Companyís Intelligent Energy Through Powerful Conversations. ìEmployee and organizational energy are depleted, engagement levels decrease, commitment levels fall and results are disappointing.î

In response, Wilson says both employees and managers alike need to better define and agree on expectations, employ candid conversations and focus on solutions rather than emotions.

The five leading drivers of employee misbehaviors are:

1. Bad Fits ñ When employees arenít doing the things theyíre good at, it creates inner friction and a feeling of incompetence. Lack of focus, procrastination, poor performance and mistakes follow. Feeling excluded within a team environment will also create insecurity, feelings of rejection and isolation, sparking team conflicts and poor communication.

2. Unclear about their role -- When employees arenít clear on whatís expected of them, and theyíre unsure about how they serve the big picture, it can create feelings of confusion, insecurity and mistrust. They begin to question whether they are succeeding or failing in their role; as a result, they become critical of management initiatives and demonstrate poor commitment.

3. Lack of Support ñ This includes physical tools and emotional support. When people donít have the time, tools, resources or lead time they need to succeed, it can leave them feeling overwhelmed, taken-for-granted and resentful. They respond by bad-mouthing the organization, complaining, and showing an overall poor attitude. ìWhen you feel undefended in your role, or youíve been handed responsibility without authority, it leads to feelings of disempowerment,î adds Wilson.

4. Not Being Valued -- Gratitude is an under-utilized business tool, Wilson notes. Employees simply look for a ìthank youî to feel appreciated for their work, but they donít always get it. If they begin to feel like theyíre treated like corporate chattel or a tool and not as a person, they can begin to feel taken for granted. Unequal treatment, not feeling listened to or a lack of meaningful recognition can all support such feelings. The resulting misbehaviors include lack of trust and loyalty, low engagement, infighting, miscommunication and a toxic culture.

5. Lack of Inspiration ñ Individuals canít sustain their energy when they feel their leaders are hypocrites and their job has no real purpose beyond making money for someone else. When people donít feel like they are living up to their potential and being held accountable to results, apathy and cynicism set in. The resulting misbehavior: a jaded workforce. Passion dies and the ability to reach goals (and results) deteriorate. People squander time and money by acting without purpose.

Wilson urges employees who arenít getting the desired growth opportunities and challenges to clearly express such needs to managers. ìIf you don’t feel recognized or appreciated for your contribution, say so,î Wilson explains. ìSometimes leaders recognize you in a way that’s comfortable for them, but not necessarily what you expect or appreciate.î

Employees also need to be candid, clarifying expectations and misunderstandings through conversations with colleagues, managers or supervisors. If you don’t feel safe enough within your environment to have a candid conversation with people who can help, then talk to a trusted colleague, someone within a Human Resources department, or an employee assistance program (EAP).

Last, itís critical for people to keep conversations productive by focusing on solutions, rather than the emotions. Wilson offers the following tips:

- Describe the goal of your conversation. Keep the goal specific, measurable, actionable and realistic.

- Describe the reality of your situation. Do you need more support in your role? How? If you don’t feel clear about expectations, how does that affect your role?

- Discuss ideas about how to reach your goal, and define next steps. Then set up a follow-up conversation to ensure accountability.

ìJUICE: Release Your Companyís Intelligent Energy Through Powerful Conversationsî is available from Juice Inc., and offers tips for leaders on the use of ìPull Conversationsî to develop a high-performing work culture. The book can be purchased at www.juiceinc.ca or by calling 519-822-5479. The website also hosts the Juice Resource Centre, which offers information on workshops, speaking engagements and articles.