I’ve met people who don’t dread Mondays. They like working where they work. I know a lot of people who are the opposite. They are stressed out even when they are not at work and the thought of a new work week is daunting. And I know people in the middle who don’t seem traumatized by their job but don’t seem particularly engaged either.

So what does it take to become an organization where employees aren’t always expecting layoffs, mandatory vacations, or pay freezes? The company where team members offer their feedback or thoughts and aren’t afraid if someone disagrees they’ll be on the next list of people who will lose their jobs?

I’m not talking about the company with the loyal, dedicated, engaged employees that has hit a bump and needs to ask for a temporary adjustment to keep everyone employed. I’m thinking of the company where every month/quarter/year you know there is going to be someone impacted by job reductions or some other cost-saving measure.

For that organization, what will it take to build trust again, to have team members look forward to Mondays? For one, it starts with each of us. Here’s how.

Lead Yourself

We need to take responsibility for ourselves, for our decisions, and for our attitude. If you are reading this you’ve likely already embarked on a journey of self-development. You’re familiar with “being proactive” and for taking responsibility for your past and future decisions. We need to be a role model for others we work with.

I remember when I was a project manager I had the privilege of working with a mechanical engineer who impacted how I behaved. The engineer was not a lead or manager. When asked for ideas and updates, he was enthusiastic. If I ever needed something from the shop or storeroom, he wouldn’t just tell me who to talk to or where to go – he would show me. Always friendly, always willing to help, always present. Working with him made me a better person because I decided to be more friendly, more willing to help, and more present. I know how it made me feel and I wanted others to feel that way too.

You have more influence than you think!

Plant the Seed

Unless you are the CEO of your organization, you report to someone. Depending on where you are in the hierarchy, there may be several people between you and the CEO. One (or more) of them may be open to listening to ideas on how to increase engagement through empowerment, building trust through active listening, and involving team members in the creation of what they are being asked to support.

My experience on this is mixed. In one case I reached out to a senior manager to ask if I could help her come up to speed on agile (being a Scrum Master, I can honestly say it’s part of my role!). I was hopeful because just a day before she had introduced herself and said “my door is open.” Well, she ghosted me. Never heard from her, and I don’t even think she ever acknowledged my presence when I passed her in the hall. But, her time in that role came and went in less than a year (another sign of an organization that doesn’t sign up for the agile leader mindset, imo).

The Ghoster was replaced by another person and I reached out to him with the same question. This person took me up on it and listened while I doused him with agile, empowerment, modern leadership…you name it. Looking back I should have taken that a little slower because it was a lot of information. I should have just planted the seed, but luckily I was able to continue passing along agile leadership mindset tips.

Remember, senior managers and executives of companies that don’t have engaged team members, that use carrot-and-stick approaches to getting work done, may never have had a role model or been a part of a team that was empowered or engaged. They may not know how to step back. Not only that, they may be afraid to step back because they are so used to telling people what to do, and that is what is expected of them. So go easy on them 😊 An invite to talk about a video you saw, or a podcast you listened to, or a blog  you read on the benefits of empowerment or similar may be a good starting point. If they are up for the chat they are likely to be open to learning. Then do your best to listen – they have good experience and knowledge too! Be curious but not pushy.

engineer your life

  • Think about people you like to work with. Why do you like working with them? Are there any habits or behaviors that have or might influence you to be a better team member?
  • Is there a manager or executive that you feel might be open (even if just a little) to a discussion on an engaged workplace? Find a video, podcast, or article and invite them for a chat about it.