The Society For Human Resource Management (SHRM) has been great in helping prepare HR for the incoming wave of resignations. However, in their recent survey, painting “better compensation and corporate benefits” as the main reason people are considering changing jobs with 36%, and culture being only 8% is misleading.
WAKE-UP CALL: MOST PEOPLE ARE LEAVING BECAUSE YOU HAVEN’T INSPIRED THEM TO STAY — THAT’S CULTURE.
Better work/life balance: great cultures see “balance” as a verb.
Lack of recognition: great cultures go out of their way to recognize their people’s achievements, from the massive accomplishments to the little wins, no matter the size, these achievements still move the needle.
Company values don’t align: great cultures are clear about their values before an employee walks through the door, and decisions are made with those values in mind. If there isn’t an alignment, chances are, the values are just platitudes posted on an “about us” page.
Lack of strong relationships: great cultures are aware that relationships keep people engaged and energized. If leaders aren’t connecting on a human level, they’re missing out on a cultural boost that will help attract and retain top talent.
Don’t know: When people want to leave their work, but “don’t know” why, it either has to do with not liking their bosses, but they don’t want to say it, or they’re so burnt out, it includes a little bit of all of the above.
If 59% of employees are considering changing jobs because of culture, and to be honest, pay and benefits are a reflection of culture too, culture is the part of the pie that SHOULD be colored in orange.
Paying people may get them in the door, but engaging them, keeping them, and energizing them enough to refer you to other great potential employees — that’s all culture — and building culture takes a mindset shift that HAS to start from the corner office.
Learn how to make your culture one where people WANT to work. Visit my website and book a call: watercoolercomedy.org
In dozens of consulting conversations and audience surveys, one of the biggest concerns of managers, recruiters, and business owners I keep hearing is the notion that “nobody wants to go back to work.” It’s a fair notion: you’ve got positions open, no one’s applying, and you see unemployment checks flying off the shelf.
I get it.
But the reality is that human beings are wired with an innate desire to work, we’re nature’s best cooperators after all. Unfortunately, the way the system is set up — industrialized, bureaucratic, and extrinsically-focused — actually demotivates us. So people want to work, but we’re learning that people don’t want to work the same way we’ve been working.
Contrary to the image that’s in hiring managers’ heads (my own dad included), not everyone wants to sit around drinking and playing Call Of Duty all day. Even if they were, you don’t want that person working for you anyway.
The point: this time-for-money transactional system that we have in place is broken, so instead of offering a trade of employees’ time for money, create a shift of trading time for meaning. Instead of questioning the people who don’t want to come work for you, question the system that ignores what makes us human: meaningful, engaging, creative, collaborative work that intrinsically motivates us to seek out opportunities for growth.
Appeal to people’s humanity, not their wallets — anyone can offer an extra buck or two, a $500 hiring bonus, or benefits — but not anyone can give people a reason to WANT to come to work and work their asses off for you. If your biggest competitor is the government giving people an extra $300 a week, perhaps it’s time to re-evaluate the why behind people walking through your door to put their time and energy into building your business.
We’ve all seen the passive-aggressive signs in restaurant windows apologizing to customers because “everyone’s being lazy” and “no one wants to work.” I’m not sure what those business owners are trying to accomplish other than scaring away potential hires.
Do you really think people are going to see that sign, march in the door with the work ethic you’re looking for, and say “When do I start?” Try going up to someone at the bar and saying, “No one wants to date me, no matter how much I pay them.”
You’re going home alone.
I don’t have all of the answers, but I do know that if you’re waiting on the unemployed and uninterested to come to work for you because you’re willing to pay them, and no one’s showing up…
Maybe it’s you.
And I’m not claiming I know your struggles and stresses — I’ve been working alone in my office for 15 months. But I am saying, if you’re not getting the results and the people you’re looking for, maybe it’s time you take a look in the mirror. In many of these consulting conversations I have with managers complaining about the lack of a talent pool, I learn their companies don’t have recognition programs, don’t allow room for autonomy, and make decisions without first consulting with the people whom the decisions will affect most. Meaning: employees are working extra hours, extra hard without being given a voice, while being micromanaged with little more than a pat on the back. Then I find out there’s a long track record of politics at play and people don’t always get along, and that employees don’t often go above and beyond doing what’s necessary. But sure, it’s the government’s fault that people aren’t clamoring to work for you.
Maybe it’s time for you to say, “It’s not you, it’s me.” I mean, at the very least, it’ll give you a sense of accountability. I’m not blaming you, I’m offering you more control of the situation by shifting your focus to what you do control: your thoughts, words, and actions.
As a comic and a speaker, if I tell a story onstage about an ex or somebody who did something to wrong me, or I want to complain about someone else, the punchlines are always about my own perception of those other people. That way, I don’t come across as a jerk and, because I’m changing my own perceptions, I’m learning and growing so I don’t make the same mistakes again.
Do the employees you have love their jobs so much that they’re willing to recommend to their closest friends and family members to come apply?
2. Do the employees you have go above and beyond to help one another?
3. Do you celebrate their successes as a manager, get your hands dirty, and appreciate them for their hard work, even if they do something wrong, so that they come to you with gratitude, not gripes?
If your answers to any of these questions comes with a pause where you have to think about it first… it’s time to switch things up. Feel free to send out an anonymous survey asking your team what it would take for them to recommend working for you to their friends and family.
If there’s ever an information gap you can’t seem to fill, their perspectives are more valuable than yours.
And please, for all that’s sacred, don’t take it personally.
If your people are leaving work, proud to be a part of your team. Wearing your name on their sleeve, as long as their financial needs are met, they’ll work for less to work for a cause they believe in. If they aren’t, maybe it’s time to start asking them what you can do different for them to start.
Humans have this awful habit of only seeing what proves our beliefs to be true and ignoring or disputing what goes against our beliefs, and often we end up making those beliefs come to fruition, so if you believe that nobody wants to work…
why are you surprised when nobody wants to work for you?
The good news is if this article made you angry — if you felt yourself getting worked up to dispute my points about the fact that government checks are demotivating people — you’re exactly who this article is for.
You have the power to change these beliefs and start getting the people you want who are actually excited to come work for you.
So what’s one thing you can do to make work less transactional and inspire your people to start trading their time for meaning?
Who would’ve guessed that almost exactly one year ago, we’d be leaving the office to a world where work would be forever changed? Now, one year later, remote working has become widely accepted, commute times are down, people can spend more time with their families, and companies are experimenting with new ways to make remote work feel more engaging and rewarding.
We’ve reached a crossroads: COVID cases are starting to fall, the vaccine is more widely available, and organizations are implementing plans to bring their teams back to working in-person.
Except not everybody is chomping at the bit to get back to the office. As a leader, the last thing you want is for people on your team to come back to work because they feel obligated, even though they’re stressed, preferred working from home, and even worried because they live with a high-risk family member, or they’re high-risk themselves.
When employees are working from a place of obligation, stress, or fear they aren’t doing their best work, and in a world where we need our people to be creative, if they’re stressed or scared, the creative parts of their brains shut down.
It’s up to you to ease the transition back into in-person work and give your people reasons to look forward to getting back to the office. Here are six ways to do this:
1. Offer flexibility
In order to account for the fact that some of your employees will be feeling trepidation, offer the option to work from home 2–3 days per week so that the office isn’t filled to capacity every day. Be clear that as long as they maintain productivity, they can create their own schedules. Not only will this create a sense of safety and communicate that you care, it gives your team the feeling of ownership, which could have a positive impact on their productivity.
2. EXTRA Casual Friday
Working from home has led to the realization that, in many cases, working from the office can be uncomfortable. If I can be productive working from home in flannel pants, fuzzy socks, and a hoodie, why can’t I work from the office in that way? Allow your team the freedom to put the emphasis on casual in Casual Fridays (as long as it’s appropriate). For example, the Zoomsie
3. Bring home to work
Studies have shown that employees who bring their dogs to work experienced lower stress levels, higher levels of job satisfaction, and they have a more positive perception of their employer. Put some ground rules in place like sign-up sheets and conduct requirements, and watch as happiness improves with each passing pet. Soon, your team will go from saying “Good boy!” to “Good boss!”
4. Allow for mental health breaks
In case you were curious, stress levels did not decrease in the middle of a worldwide pandemic, which gives you, as a leader, a golden opportunity to lower your team’s stress. Offer them the freedom to take an extra hour a day to get some fresh air, meditate, exercise, watch funny videos, play a game, etc. As I stated earlier, stress shuts down our creativity and limits problem-solving, so if you’re worried about lost productivity, one of the best ways to get it back is to give your employees the freedom to take an extra hour so that they’re more productive when they are working.
5. Keep your door open
To make your team feel safer in the workplace, offer a listening ear whenever anyone needs it. Whether they want to offer ideas for work, address a concern, or share a personal story about their struggles through COVID, simply offering time to chat can put your team at ease. One of the most frequent complaints I get from audiences has been that leaders don’t do enough to connect on a personal level to make sure people are doing okay. Now’s your chance. We’re all going through this together, and coming together again in-person without making an effort to connect on a deeply human level is a gigantic missed opportunity.
6. Give them something to look forward to
It’s been a rough year for your employees, as they’ve all had to make sacrifices to stay productive while teaching their kids and adapting to massive societal changes. As you head back into the office, you now have a golden opportunity to show your appreciation. Help your team reframe the narrative from “I have to go back to work” to “I can’t wait to go back to work” with an exciting event where everyone is free to participate. Whether it’s a party, games, entertainment (like a customized corporate comedy experience) or a fun class, the goal is for them to count down the days until you’re creating a shared experience together, like we used to count down to our birthdays or Christmas. (For an extra helping of fun, you can even make a construction paper chain to help with the countdown.)
When it comes to taking risks, the last hour of an all-day management retreat for your team doesn’t seem like it’d be the time or place – they’re tired, their work for the day is done, they feel the sweet release of freedom at their fingertips – when suddenly, it’s ripped away for an extra hour of training. And not just any training, stand-up comedy training.
“If looks could kill, I would’ve died right there on the spot,” recalls Steve Cody, founder and CEO of NYC-based Peppercomm.
Peppercomm is a marketing communications company that prides itself on challenging conventional wisdom when it comes to marketing, and what challenges conventional wisdom more than combining stand-up comedy and managers? Okay, maybe discipline via trial-by-combat, but comedy in the workplace is up there.
Why take such a risk? According to Cody, after performing stand-up for a few years, he began to notice that the skills he learned onstage were actually benefitting him around the office.
“My senses were sharpened by having to read the room, deal with silence, catcalls, and nerves before making a major presentation, so I said, ‘I think this is applicable to the workplace.’”
Comedy, or at the very least, laughter in the workplace, has been proven to generate results for those organizations who place high value in humor. According to a Huet & Associates study, organizations who used humor to engage employees reported shareholder returns 19% higher than their competitors. A study by market research company Ipsos found a correlation between employee retention and the sense of humor of the managers at those organizations – imagine all that time and money you’d save on recruiting and onboarding with lower turnover rates. And a study published in The Journal Of Managerial Psychology discovered a direct correlation between a supervisor’s use of humor and employee performance, engagement, collaboration skills, and satisfaction. Leaders who use humor were also perceived as better performers and more likable.
The effects of humor at work are clear, so even though Cody’s managers were initially resistant to the idea of comedy training, they didn’t take long to come around.
“You could see everybody pulling for one another,” remembers Cody, “so it became part and parcel of our training program.” Now, Peppercomm uses his outside-of-the-box, culture-building, shared experience a few times a year to train new hires or employees moving up in the organization, and they even offer the training to clients. Because of this unique cultural cornerstone, Peppercomm has a competitive edge over more serious marketing firms when it comes to attracting potential clients and hires. More than once, Cody has heard, “You made us laugh,” when closing a deal with a new client, so needless to say, his risk to introduce comedy to his team had more than paid off. Not only has it helped attract new clients, but it has also landed Peppercomm on many “Best Places To Work” lists, including Forbes, Crain’s, and Inc., which makes the firm a destination for the PR world’s creative up-and-comers.
The gamble could’ve easily backfired on Cody, but he doesn’t look at taking risks from such a doomsday, “What if it all goes wrong?” perspective. Another powerful lesson the average non-comedian can learn from stand-up is that it’s okay to fall on your face when you try something new, and this willingness to be vulnerable and honest in pursuit of a goal can serve as a catalyst for growth.
As the old adage goes: it’s about the Journey, not Steve Perry.
Okay, maybe that joke didn’t work, but I had to at least take the risk and include it. If you didn’t laugh, I’m okay with that because instead of wasting energy and speculating on “What would’ve happened if I included the joke?” I now have the answer and can learn from it… and never say that again.
OR find a new way to say it better.
OR include it as part of a longer joke.
In today’s workplace, vulnerability and the willingness to think outside-of-the-box are vital leadership skills for adapting to changing times, and when things don’t go according to plan, your team will look to you for guidance.
“I allow all of my employees to see me fail, and fail miserably,” remarks Cody.
“You’ve got to be a little more human and authentic.” But what about the idea that leaders have to be strong and have all of the answers?
In short, this perspective of leadership is outdated. With the development of virtual and AI technology disrupting the status quo of work and new challenges popping up seemingly on the hour, agility is a much more valuable leadership skill than rigidity in the modern workplace, and the first step to being agile is to come to terms with the fact that you may be wrong sometimes… and that’s okay!
Not only is it okay, it’s more than okay in today’s world. With technology speeding up the way we work, we have to hang onto our humanity in the workplace, and the best way to do that is by being open to your own imperfections and being willing to laugh about them.
“People want the truth and want to be treated as peers, which is difficult if you’re in the CEO spot. But the beauty of comedy is that it level-sets. It personifies and humanizes the CEO in a way that nothing else can.”
By taking a risk and trying something new, so much can go wrong, but if you’re open to laughing about it, not only will you be quicker to adjust, your people are more likely to have your back. According to Cody, employees expect vulnerability, humanity, and open-mindedness in their leaders.
As a comedian, if you’re willing to put yourself on the level of your audience and connect with them as an authentic human being – rather than performing by memory, or lecturing them on the way you see the world – you build trust. Once an audience trusts you, when one of your ideas doesn’t connect, they stay on board and are rooting for you to adjust and succeed with your next joke. Some comedians will badger an audience for not laughing, others will plug on in a rote, rehearsed way, but the ones who can take that bombed joke and build audience trust on a non-laugh by turning the attention to their own failure – those are the greats.
Just like performing stand-up, being a leader is rooted in being a human being first, and being a human means making mistakes.
Leaders: ask yourself, with whom would you rather work side-by-side? The person who works the same way every day, who has tall of the answers and never admits when they’re wrong? Or the person who is willing to try new things, who has questions and admits that they don’t have all of the answers, and is sometimes willing to laugh at themselves?
Be the leader you’d rather work with – that’s who your employees need you to be.
According to Cody, “The companies and leaders that’ll come out of this [pandemic] with the most success are the ones who show that they care. You need to let [your employees] know that it’s okay to not be okay.”
With this leadership mindset, you have permission to present your wild, outside-of-the-box idea to your team, and even if it fails miserably, remember, that’s what makes all of us human.