The Ten Steps of How to Suck the Joy Out of Work

Do you have a hobby? What is it that you like about that hobby? Is it the sense of accomplishment? Is it creating something you have pride in? Is it something that leaves you alone with your own thoughts?  Or is it the sense of control that you get when you own your own activity completely and no one intrudes or imposes what they think is the way things should be done on something that is your activity?

I bring up hobbies as an analogy to work because ideally work should bring a similar sense of satisfaction. But I see management at all levels in many organizations doing their best to eliminate the sense of satisfaction, the pride, joy and sense of ownership that can from one’s work by micromanaging the individuals that work for them.

I can only speak for me personally, but there is nothing worse for me than working for a “my way or the highway” manager. As an individual that has been around for a while, the way to get from Point A to Point C may have nearly infinite routes, not merely one. And any one specific route will very likely not work for all individuals. But more importantly, to get the best out of most individuals, empowering them by letting them choose their own route completely changes the sense of ownership, responsibility, pride and fulfillment. Control needs (as in need for being controlled) varies from individual to individual, but for those with any sense of independence, being able to control what they do and how to do it is one very important key to job satisfaction. That isn’t to say that managers should abdicate their responsibilities. Not at all. But let’s define our responsibilities as managers as setting clear objectives, articulating standards and understandable criteria and then give our employees the space and latitude to achieve them.

For those of us who are parents, we wouldn’t stand over our child while they draw, telling them where to put a line or that a color isn’t the right one for their creation. It would be obvious to all of us that it would kill their creativity, destroy their love of what they’re trying to do and at best, teach them to not participate in that activity while anywhere near their parent(s) and at worst to never engage in the activity again. Yet why would the same people when they’re managers think the same type of behavior is a good idea? I find nothing more frustrating than for someone to tell me to do something that I was just in the process of doing or about to do whether they told me to or not. 

The best managers I’ve worked with have all provided clear goals they wanted me to achieve and then allowed me the space to achieve it. I read recently that a good boss will keep you in a bad job, but a bad boss will make you leave even an outstanding job. And to me, a bad boss is one that stands over my shoulder and thinks that what I need is to be told exactly what to do and how to do it. If that is what they think is really necessary, then it says as much about them for their lack of hiring and management skills as it does about me as an apparently completely unsatisfactory employee, which is clearly the message that they’ve managed to convey.

I had one manager that literally sat over my shoulder watching me turn out Powerpoint presentations for a supply chain department integration as part of an acquisition of two large high-tech companies. It was high stress and high visibility. I think it took its toll on both of us. At the end of the assignment I told that manager that working for him was like working for my father. As he started to tell me how honored and humbled he was, I stopped him cold and said (probably not my most astute career move): “John, you clearly don’t understand. I HATED working for my father”. But to his credit, he not only changed his method of working with me, he gave me a great bonus and provided opportunities that lead to significant advancement in the company. And he never micromanaged me again. We still work together whenever we have the opportunity. He went from my worst nightmare to my dream boss in a moment because he was able to adapt based on feedback. He also clearly valued someone who didn’t mince words, but that’s an article for another day.

So, for those interested, the steps to sucking the joy out of work are as follows:

1.    Focus on the how, not the why or the what of your objectives.

2.    Always tell your employees what they don’t know instead of asking them what information they need.

3.    Provide only the absolute minimum information needed, keep context irrelevant.

4.    Specify the exact steps necessary to do the job as you want it done.

5.    Jump in frequently with unsolicited advice and spot checks on progress.

6.    Always stress form over function and what you want to hear over the truth.

7.    Make your employees afraid. Very afraid.

8.    Make certain that work is a deadly serious endeavor.

9.    Insist on unrealistic deadlines with insufficient resources.

10. Be liberal in your criticism, scant with your praise.

So, now that you know the above, go out and do exactly what I proscribed. Just kidding! Do you have a few favorites of your own? Please share them.  I’d love to add to the collection.