Tag: staff

  • Passion and pain

    Passion and pain

    “Don’t buy the hype about following your passions”, is the advice from business writer and entrepreneur Penelope Trunk in her blog post The career passion myth and how it derails you.

    Sonja Lyubomirsky talks about workplace engagement as a result of having control over one’s time and being able to make people feel good. Janitors, she finds, are happiest at work because they can control their workday and they can see immediately how they are helping people. Lawyers, by contrast, are the most universally unhappy, because they have little control over their hours and they are generally dealing with people who hate that they have to hire a lawyer, whatever the lawyer is doing.

    Penelope has a good point and it’s something I encountered in my business with passionate staff – the most committed and dedicated are also those most prone to burn out and depression.

    In the computer business, good technicians have a combination of two character types; the geek and the concierge.

    The concierge attribute like to help people; this the key character trait for successful hospitality and customer service staff.

    Geeks are the garage tinkerers; they enjoy being confronted with a technical issue and fixing it. Nothing makes them happier than being confronted with a tough problem and a successful resolution.

    What I realised in watching computer techs over time is that both personality traits were driven down by the nature of the industry.

    As Penelope points out in her article, lawyers aren’t happy because people don’t want to deal with them; this is common in the repair industries. Customers aren’t happy to see the tech and are suspicious that bills may be being padded out.

    This was particularly true during the spyware epidemic of the early 2000s; often an effective fix involved backing up data, reformatting the system and then rebuilding it. Often the technician’s bill was more than the cost of buying a new computer.

    Making matters worse was often the spyware infection was due to a family member or trusted employee visiting inappropriate websites. Having to explain to a staid matron that her husband was downloading megabytes of hard core pornography is a diplomatic skill in itself.

    Naturally horny husband or frustrated staff member would be on those sites again shortly after the technician’s visit so the freshly cleaned computer would often be infected again and the customer would, understandably, be cranky at the tech for having another expensive call shortly after the first one.

    Along with spyware, it’s common that technology products from big vendors don’t deliver on the flash marketing promises or aren’t as reliable as a customer has a right to expect.

    This would become the technician’s problem again.

    Many of these problems would be outside of the tech’s control which is devastating for one’s inner geek that takes pride in fixing problems.

    All of these factors would eventually grind both the geeks and the concierges down and they would become demoralised over time.

    For the most passionate this would manifest itself in burn out and often depression. In fact, I started feeling this myself and was one of the reasons I had to step away from the PC Rescue business.

    Being passionate about your work is great; but passion and depression are often close together if you feel your love is not being requited.

    As an employer, it’s important to watch those passionate staff members as the risk of burn out is real.

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  • It’s you, not them

    It’s you, not them

    An article in Bloomberg on The Three Types of People To Fire Immediately is a classic example of mistaking symptoms for the cause of an organisation’s problems.

    G. Michael Maddock and Raphael Louis Vitón write that the biggest blockers to innovation in a business are the employees who can be roughly divided into four groups; the ones who welcome innovation and the three groups who block it – “the victims”, “the non-believers” and “the know it alls.”

    Vitón’s and Maddock’s advice is to sack those in the three groups of blockers.

    If anything sacking the “know it alls” means you will lose valuable corporate memory, the “non-believers” maybe the dissenters who are critical in keeping visions in contact with reality and the “victims” may actually be the most passionate people in your organisation.

    Those “victims” are often the people who’ve tried to make a difference early in their careers, their attempts failed and they found themselves sidelined and embittered within the organisation.

    I came across many of these when I was working with the state government, they’d had good ideas and continuously found themselves belittled when they’d tried to implement them.

    To add insult to injury, many of those ideas would be adopted some years later to great fanfare with credit given to the same managers who’d stifled the earlier suggestio

    Rather than giving those “victims” a pink slip, it might be worthwhile talking to those staff and finding why they are negative and where the system can be improved.

    If you have a workplace full of negativity then the blame for a dysfunctional culture usually lies in the management suite.

    Perhaps it’s the managers who need to be fired for creating a nay-sayer business culture of victims and non-believers.

    My concern with Vitón’s and Maddock’s advice is that it seems to play to the conceit of executives who think they, and their organisations, are something they are not. That’s nice for management consultants stoking corporate egos but a lousy deal for shareholders, staff and customers.

    Sometimes it’s better to understand what your business is and where the organisation’s strengths lie  – both in management in and staff – before jumping on the innovation bandwagon.

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