| When the fish in a stream are dying, biologists don't | | | | and in the baggage-handling pits. He got to know his |
| attempt to solve the problem by yanking the fish out | | | | employees and genuinely listened to their concerns. His |
| of the stream, throwing them into a clean fish tank for | | | | impressive ability to establish rapport became |
| an hour a day, and then pitching them back into their | | | | invaluable. He convinced employees to agree to |
| original ecosystem for the rest of the day. | | | | concessions on work rules and to take pay cuts with |
| Instead, they search to discover the cause of the | | | | the promise that they would eventually have a larger |
| problem and identify real solutions. This includes | | | | stake in a healthy company. His actions catapulted the |
| cleaning up pollution, educating people who use the | | | | airlines into a solvent position after only two years. In |
| stream, and securing resources to respond to the | | | | fact, Grinstein sold Western Airlines to Delta for $860 |
| challenge. True problem solvers use both common | | | | million. |
| sense and good science. | | | | Grinstein's successes were repeated when he |
| Because they recognize that the well-being of each | | | | became CEO of another ailing transportation company. |
| fish relates to the health of the total community, they | | | | Burlington Northern was saddled with $3 billion of debt. |
| do whatever is necessary to restore the condition of | | | | To gain employee approval of cost-cutting plans, |
| the creek so the fish can thrive. | | | | Grinstein flew a selected group of maintenance |
| Regarding workplace negativity, a "no sense, no | | | | workers, administrative professionals, and train crews |
| science" approach is often used. It's similar to a captain | | | | from all over the country to dine with him at the |
| swerving a massive ship just a wee bit after he sights | | | | company's headquarters. He also rode the railroad's |
| the tip of a giant iceberg straight ahead. A humorous | | | | routes, working and talking with crews. Because he |
| speaker is hired to "lighten up" or motivate jaded and | | | | asked for and genuinely listened to the advice of |
| anxious employees. Workers who are openly hostile | | | | employees, they felt respected and empowered, and |
| or disruptive are disciplined or referred to anger | | | | both the company and individuals reached peak |
| management and conflict resolution programs. | | | | performance. |
| Today's epidemic of negativity at work proves that | | | | PREVENTION IS THE BEST CURE |
| workplace anger and anxiety are often justifiable | | | | Most of the causes and costs of workplace |
| responses to unjust workplace conditions. Negativity | | | | frustration, anger, and anxiety can be prevented. In an |
| soars when the surface symptoms of a toxic work | | | | ideal workplace, employees are internally motivated |
| environment are attacked but the underlying causes of | | | | and self-regulating because they are hired with care, |
| employee dissatisfaction (e.g., unfair policies and | | | | placed in jobs that serve them as well as the |
| procedures, pay inequities, overwork, and inadequate | | | | company, and supported with the resources required |
| staffing) continue to fester. | | | | to accomplish their jobs. |
| Successful managers are aware that the health, | | | | When companies treat employees with dignity and |
| happiness, and prosperity of the entire company is | | | | make efforts to empower them, employee |
| inextricably linked to the well-being of each employee. | | | | self-confidence and performance grow. |
| Because they recognize that success is more likely to | | | | The best employee motivation strategy is to correct |
| result when managers demonstrate high concern for | | | | dysfunctional aspects of corporate culture while |
| employees as well as productivity, they treat every | | | | simultaneously working with individual employees who |
| person with dignity and respect while challenging them | | | | are angry or anxious. |
| to reach their full potential. | | | | Successful companies understand Employee |
| The following examples portray the effects of two | | | | Motivation 101. They nurture their workers while |
| dramatically different approaches. | | | | achieving their missions. |
| AN EXAMPLE THAT MADE EMPLOYEES VOTE | | | | Below are the key components of a training plan I use |
| "NO" WITH THEIR FEET | | | | when I work with managers and organizations. |
| Ronald Allen, CEO of Delta Airlines, reacted to financial | | | | KEY FACTORS FOR OVERCOMING |
| disaster with a brutal downsizing campaign that | | | | WORKPLACE NEGATIVITY |
| chopped about one-third of the airline's workforce. The | | | | __ Understand that negativity is a symptom of the |
| deep cuts resulted in a startling decline in customer | | | | unmet needs of employees. |
| service ratings that had once been the envy of the | | | | __ Identify the root causes of problems. |
| industry. Allen was also known for humiliating | | | | __ Create a respectful environment in which each |
| employees, and a survey revealed that his workers | | | | individual is valued. |
| were skeptical, frightened, and hostile. Even though | | | | __ Recognize employee accomplishments and |
| Allen's actions placed the airline in the black again, a | | | | facilitate healthy social interactions. |
| massive exodus of talent occurred as employees | | | | __ Encourage the constructive expression of |
| resigned, and the board chose not to renew Allen's | | | | negative emotions. |
| contract. | | | | __ Provide a safe work environment. |
| WHAT YOU WANT TO DO NOW | | | | __ Shed one-size-fits-all routines and work hours. |
| On the other hand, when Gerald Grinstein took the | | | | __ Empower employees with change and stress |
| helm of an ailing company (Western Airlines), he spent | | | | reduction skills. |
| hundreds of hours in cockpits, behind check-in counters, | | | | __ Create a workplace filled with humor, joy, and fun. |