The Secret to Job Satisfaction?
Monday, January 25, 2010 at 9:29AM About a week ago I spent some time with some good friends and family. I really enjoyed the weekend not only because it was fun and I got to hang out with some great people, but also because I felt like I had a bit of time to just relax. We were busy, but I had lots of pockets of time as the kids had a blast quadding, playing outside, or just hanging out with my family.
One of the upsides to having this free time is that I was able to sit and plow through a couple books. I had actually brought one with me, but instead I found a couple interesting titles kicking around at my mom's house. Both were written by the same author, Peter Lencioni, and were focused on management and careers. It's a topic I have always been interested in and they were really easy to read and short, so I figured I might as well try and finish them off before having to head home again.
The first of these was addressing job satisfaction and it was entitled The Three Signs of a Miserable Job.Both of these books were written in what the author would call a 'Modern Day Fable' style. It was a fictional story written to demonstrate the author's main points. Some might also call it a parable. I found myself really enjoying the writing style and being able to really draw out the points in ways that made sense to me.
The Three Signs were as follows.
Anonymity - People cannot be fulfilled in their work if they are not known.
This is a great point that I would guess is ignored by many in corporations. The author seemed to agree (or rather I was agreeing with him). In your work you need to feel known. You need to feel as if you are a part of a community, or a part of something bigger than yourself. The times when I have most enjoyed working for an organization have been when I have been treated as more than a number, but rather as a valued individual that has interests, goals, dreams and personal intricacies. The great thing about this is that it doesn't take a huge revamp of a company to achieve this. Managers simply need to ask questions and care about people and then respond accordingly. One particular story that highlighted this was when Phil Jackson handed out books to his player based on their backgrounds and interests.It's something he still does today and is a great way to connect with people in my mind!
Irrelevance - Everyone needs to know that their job matters, to someone.
This was laid out nicely in the book as a theory but I wonder about the difficulty of doing this practically in certain jobs. The point is well taken, that we need to know that what we do makes a difference, regardless of what it is that we are doing. The trick is to find ways of imparting that sense to someone who just sees their job as something to do to bring in money to get on with 'real life'. Even more, I would imagine it can be tough to really get folks to buy in as to why their job is really all that important in some cases. I've been thinking on this one quite a bit though.
Immeasurement - Employeers need to be able to gauge their progress and level of contribution for themselves.
Okay so this one was really interesting to me. At first glance this sounds like something that organizations do really well, but after reading this book I am not so convinced any more. The problem is that most of the time goals are laid out in terms of big picture metrics. "We want to increase revenue by 5% in the fourth quarter," or "We want to hire 5 new staff within the next 3 months."
These goals are not bad from an upper management standpoint, but they do nothing for the folks who are working hard to actually achieve those goals. There needs to be more tangible goals for those on the front lines.
In the book part of the story revolved around a little mom and pop sort of diner that the protagonist had decided to manage. In it the goals were things like measuring how often positive feedback was given by people coming through the drive-through, or by measuring the amount of tips.
How to create these sorts of personal and tangible goals for employees takes creativity but I think it would really work well to produce results.
The one interesting note is that this book places the bulk of the responsibility for creating job satisfaction on management. Is this where it should be placed? How much responsibility should be placed upon the employee to create their own sense of satisfaction at a job? Interesting questions that I feel have probably been answered in some other book if I wanted to look hard enough. This book didn't really address that point except to give folks who are looking for a job some tips on how to find jobs that carry out these three factors fairly well.
All in all it gave me some great things to think about and it was written in a way that I was able to connect well with. If you are interested in management, or career growth, then I'd recommend this book as a quick and easy read.
I'll cover the second book by the same author later on.
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