Feeling Valued at Work

"Do nothing from selfish ambition or conceit, but in humility count others more significant than yourselves. Let each of you look not only to his own interests, but also to the interests of others."  Philippians 2:3-4 (ESV)

 

 Over the last few days, I have asked a number of people, “What makes you feel valued in your workplace?” It seems to come down to three things: Trust, Respect and Input.

 Trust – “assured reliance on the character, ability, strength, or truth of someone or something.” (Merriam-Webster)

Trust is the building block for transformational leadership.  Leaders want their followers to trust them, but to gain trust one must first prove himself to be trustworthy. One way to build trustworthiness is to place trust in the other person. The more trust I show you, the more I increase the likelihood that you will trust me. Delegation of responsibility is a huge way to build trust. Sharing of information and sharing personal prayer requests are also trust builders.

Respect –“a feeling of deep admiration for someone or something elicited by their abilities, qualities, or achievements.” (Oxford Dictionary)  

The simplest recognition of the other person’s experience, contributions or individual accomplishments can go a very long way toward making the person feel respected. Another simple way to show respect is to put down the smart-aleck phone and give the person your undivided attention. 

 Input – “advice or opinions that help someone make a decision.” (Merriam-Webster).

This is about feeling you have the opportunity to share Information and Insights.  Being given the opportunity to share these three I's creates a feeling of empowerment. 

 

Information x Input x Insight = Empowerment  ( I³ = E ).  

 

The word “empowerment” is often confused with delegation of authority.  People do not necessarily have to be given a delegated authority, however, to feel empowered.  The opportunity to give input up line with absolute confidence that they will be heard makes people feel they actually make a difference. This is more than just having the opportunity to influence decisions. It has to do with simply being heard, knowing that your manager has an open ear and will give attention to what you have to share--even if your idea is not implemented.

The ability to give input also helps to build trust that leads to respect. Of course, if a person's input is repeatedly rejected outright, then that becomes a trust-buster, making the person feel disrespected and devalued. 

 

All of this boils down to helping people feel that they are persons of worth, that they are known and valued for who they are and not just for what they do. Who you are amounts to much more than just what you do in your job at work. 

Hint to the Leader:

Imagine what your organization would look like if leaders would go out of their way to demonstrate a genuine value for every worker at every level throughout the organization.  What could you do to start building such an organization right now?   What could you do to show that you are genuinely TRI-ing? (Remember, Trust, Respect, Input.)

 

Hint to the Follower:

Even if you are not feeling valued at work, you can make others feel valued. Consider starting your own campaign by showing respect for your manager or supervisor. Offer your input with an attitude of helping.  By the way, would your family members say they feel valued by you? Would they say you are TRI-ing?

© Dr. Larry N. Gay, October 16, 2015
 

Stress and Job Dissatisfaction

(Third in a series on Aligning for Productivity)

One ship sails East, And another West, By the self-same winds that blow, 'Tis the set of the sails And not the gales, That tells the way we go.

(Ella Wheeler Wilcox)

Alex and Kim both work for the same organization, in the same job, with the same title, the same boss, and they receive exactly the same pay. Alex loves this job and has very few complaints about the way things are going. Kim, on the other hand, is growing increasingly dissatisfied with the direction the organization is taking and seems to complain about everything. Kim is so stressed by it all that burnout is just around the corner.

After talking with Alex and Kim you might ask, “Are these two really working at the same job in the same place with the same boss?” How can one person love what the organization is doing and be thrilled with the job, while the other person is convinced the whole organization is going down the drain? What makes the difference?

You Always Have Choices

When we are faced with the stress of organizational change, we basically have three choices: 1) stay and be satisfied, 2) stay and be a problem or 3) leave. The option we choose is largely determined by our sense of satisfaction and fulfillment in the job. Like adding weights in a balance, the decision to stay is based on the weight of positive influences contributing to job satisfaction as opposed to the negative stressors that cause dissatisfaction.

Factors Contributing to Job Satisfaction	Stressors Contributing to Dissatisfaction
( + ) Alignment between personal and organizational vision, purpose, values ( + ) Sense of fulfillment of calling ( + ) Good Relationships ( + ) Appreciation ( + ) Benefits ( + ) “Zapps!” (Encouraging words that build up) [1] ( + ) Helpful Policies ( + ) Empowerment	( - ) Misalignment between personal and organizational vision, purpose, values ( - ) Working outside one’s giftedness or strengths ( - ) Strained relationships ( - ) Rules and regulations that restrict ( - ) Busy work ( - ) Devaluation ( - ) “Saps!” (Discouraging words, criticism that tears down) [2] ( - ) Micro-management
Outcome = Stay and be satisfied	Outcome = Stay and be dissatisfied, unproductive, become a problem, or leave

When the balance tilts to the dissatisfaction side, stress mounts up and can cloud or color the decision-making processes. The longer a person stays in a state of dissatisfaction, the more stress will grow and the more difficult it will be for them to reset their sails—either to realign themselves with the new direction of the organization, or to find a place in another organization that is going their way.

We would like to believe that everyone in the organization is genuinely seeking to be true to their personal vision or sense of calling. For some people, that factor will carry so much weight that it counterbalances all the negative stressors. Other people, however, will come to the point that the only positive factor contributing to their job satisfaction is the personal benefits they receive (including, but not limited to monetary benefits).

‘Tis the Set of the Sails

Grudgingly compliant, noncompliant and apathetic members will exhibit greater levels of stress and job dissatisfaction than will their colleagues who are formally compliant, genuinely compliant, enrolled or committed to the vision. Because their sails are set for a different direction, these individuals will feel their sense of purpose or personal calling is being limited by the organization’s belief system (vision, purpose and values). They will be in a perpetual state of distress that will manifest itself in behaviors that work against the organization’s objectives. In the end, they will be unlikely to reach their personal goals as well.

Leadership Hints:

• What is your assessment of the general morale among the people you lead?
• Look back over the list of factors contributing to job dissatisfaction. If a number of people seem dissatisfied, what common factors can you identify that contribute to the dissatisfaction and stress?
• As you look at the list of factors, what positive actions come to mind that you could take to help people better align with your organization’s vision, purpose and values?
• Are you willing to take action?

Followership Hints:

• How is your sail set?
• As you look back over the list of factors contributing to job satisfaction or dissatisfaction, which way is your balance tilting?
• What steps can you take to improve your own job satisfaction?
• Is there anything you can do to help a co-worker feel more satisfied and fulfilled in their job?
• So, what do you intend to do?

© Dr. Larry N. Gay, April 2010

http://mylead360.blogspot.com/ “Lessons on Leadership and Followership”

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[1] [2] William C. Byham, Zapp! The Lightning of Empowerment: How to Improve Productivity, Quality, and Employee Satisfaction (Ballantine Books, 1997). In easy-to-read fable form, this book centers on the concepts of “zapping” people with empowerment or “sapping” them with negative comments. Bynam details what managers and organizations must do to create and maintain an empowered work force that will, in turn, be dedicated to constantly improving the organization.