Sick and tired of being sick and tired about work? While indicators for workplace health my be declining, all is not lost. Ellen Galinsky at the Families and Work Institute notes there are six ways organizations can promote a healthier and more effective workplace.

As a manager or executive, how does your organization rank based on these criteria?

• learning opportunities and challenge
• a good fit between work and personal life
• autonomy
• having a supervisor who supports job success
• economic security
• a work climate of respect and trust

More from the CNN Health article…

Did you happen to catch the story on NPR this morning about the video satirizing NASA’s overbureacratization and lack of imagination which has come to define the agency? It’s a perception that not only exists outside, but has become increasingly entrenched inside the organization. Aside from NASA, does this sound like your own organization? More after the video…

This video was part of a project headed by astronaut Andrew Thomas. Among other objectives, he and his team were specifically asked by senior management to look for reasons why new ideas get ignored or blocked at the agency. Rather than develop yet another snoozefest of a PowerPoint presentation that would likely find its way shelved into oblivion, they took the inspired step of producing the above video:

“And I wanted to try and capture those in a way that people would understand, in a way that would resonate,” says Thomas. Heather Hava, who plays the role of the engineer, says Thomas took stories and anecdotes that the team discussed and wove them into one storyline. “He compiled all that and wrote a little dramatization of all of our experiences,” she says. “It was a composite of many, many people’s experiences.”

There are several different takeaways from this terrific example:
Video storytelling beats the crap out of PowerPoint. Let’s be honest, if you have the choice between watching a movie or a slidedeck, are you really going to choose the latter? True, a movie isn’t always the most appropriate medium to deliver ethnographic and research results, but I believe those times constitute a minority. At the very least, video ought to be a frequent consideration in every presenter’s toolbox. Certainly the technology (Apple’s iMovie, for example) makes it easier than ever to drive home your points in unique and powerful ways.

Video is a perfect medium for the business anthropologist. Thomas’s team conducted a type of ethnography, recording assorted stories and anecdotes that would eventually build a cohesive understanding of how things actually worked inside NASA as opposed to how they were supposed to work. That’s the true value proposition of working with a business anthropologist. This video is a perfect output for distilling research findings in ways that engage and move client organizations toward positive actions.

Video is a perfect subversive tool for employees. In this case, NASA’s senior management ordered the video (well, not really…bet they were merely expecting just another presentation and bound report). But if you’re a company executive, don’t be surprised if you see more videos satirizing your organization’s internal workplace practices popping up on YouTube (there are already plenty of videos chronicling customer services experiences). Do you really know how your employees feel about their everyday work experience? Do you know if you’re getting the full picture of employee health from your middle managers? Do you really? Because the price for being wrong is finding a quickly circulating video on YouTube showing just how unimaginative, unresponsive, unappreciative, and unfulfilling your organization and workplace is.

As I vaguely mentioned in my last post, after a few months of hustling to get all of my application items together, I’ve finally been accepted to the business anthropology master’s degree program at the University of North Texas. Along with my background in workplace coaching, organizational management, and leadership development, I’m excited at the prospect of adding an applied anthropology discipline to my portfolio (shoot me an email if you’re curious about what business anthropology is). My program is almost entirely online so it will be interesting to experience this type of learning and how different it might be from the traditional classroom experience.

But now comes the dawning realization that this program actually costs money (who knew?). Once upon a time I worked for a non-profit that offered a pretty sweet tuition reimbursement package in their benefits. The only condition was that you had to have a B grade or better in each class to be eligible for the reimbursement. Interestingly, the program didn’t necessarily have to be aligned with your job role (which is also rather rare). So, for instance, if you were in customer service and wanted to earn a degree in accounting, you were free to pursue that path.

I’m beginning to realize just how uncommon tuition reimbursement is in today’s organizations. Perhaps it’s always been this way or just a reflection of the current economy. Maybe you’re facing the same situation: you’re an employee planning on going back to school or a manager with staff who are interested in pursuing an advanced degree of some type…but your organization doesn’t have a tuition reimbursement or assistance program. While the financial aid is a nice benefit, there are some other ways to support academic learning in your organization:

Executive sponsorship
Think of this as an academic adviser within your organization. Each program typically assigns a faculty member to help students align their courses and learning with their professional direction. Well, apply that same type of role within your organization. Ask a senior manager or seasoned professional within your organization to be a mentor. This sponsor would ideally be someone who has the background, experience, and network related to the student’s field of study. Their purpose would be to offer insight and help connect the classroom study to the day-to-day world of work.

Workplace Learning Cohort
If you work in a big enough organization, there will likely be others pursuing a degree along with you. Why not develop a learning cohort and pull all the students together? The cohort doesn’t have to be grouped according to field of study – unless it makes particular sense to gather all the MBAs together. But, there is a strong possibility for additional learning if the group is a collective from multiple disciplines. If for no other reason to form, the cohort can be a support group for balancing the demands of work, school, and home lives.

Mini-Internships and Work Integration Options
Unless your ultimate goal is to be the prince of an ivory tower, you’re probably going back to school in order to advance your professional goals. And there’s nothing more frustrating to get all of this academic learning with no application to the real world of work. There needs to be a balance between theory and application. If your degree is directly aligned with your current work, then talk with your executive sponsor or immediate manager about how you can best integrate your academic work with your daily professional work. If your degree is not aligned with what you do daily, make a case for a mini-internship in another department (or at another organization if you can make a convincing argument). Just be prepared to show how your current work assignments won’t suffer and that the mini-internship will make you more valuable to your manager, team, and company.

The big idea is to be creative in how you integrate your professional development and your work even if there are no established programs in your organization. Anyone have other ideas or programs they’ve run across for how companies can support the learners in their workplace?

A little while back at the Employee Engagement Network, David Zinger posed a question to the group about important engagement statistics. He writes:

In an interview about the book StrengthsFinder 2.0 for the Gallup Management Journal, Tom Rath discussed the strong link between a leader’s focus and employee engagement. Here were the 3 powerful conclusions from Gallup’s research on conversation, engagement, and strengths:

If your manager primarily ignores you your chances of being actively disengaged are 40%
If your manager focuses on your weaknesses your chances of being actively disengaged are 22%
If you manager focuses on your strengths your chances of being actively disengaged are only 1%

The point of the statistics is to show the importance of management focus on employees’s strengths rather than their weaknesses. Makes sense. But, I guess the surprise for me is that (only?) 40% are disengaged if their manager ignores them. There’s probably some nuances behind this stat, but it does make you wonder who that other 60% is doesn’t it?

Being flat-out ignored by a manager or executive decision-makers unfortunately does happen far more than it should. However, my guess is if you’re a manager and you’re here reading this, you don’t fall into this rogue’s gallery of emotional unintelligence and leadership incompetence. But even the best managers can fall prey to some forms of ignoring her or his people. Each of these ignoring actions can contribute to a feeling of employee invisibility:

Not acknowledging contributions
Individuals want to know that their contributions are seen and appreciated. It always amazes me that so many organizations undercommunicate the genuinely positive experiences of its employees. And sorry…a generic, “Way to go!” doesn’t cut it. Be direct and be specific in what you say.

Not recognizing expertise
For many managers, expertise is only applicable if it’s directly related to an employee’s immediate work (a marketer’s expertise is marketing, an accountant’s expertise is in accounting, and so on). But only seeing and valuing this one-dimensional resume expertise can be discouraging. Managers need to take the time to learn about the expertise that exists outside their employees’s normal everyday work. It could be that your organization’s next great breakthrough may come from an unlikely place…but you’ll never know if you don’t ask.

Not seeing the individual worth
This is really about seeing someone only at the surface and in the plural form. It sees “people” but ignores the “person.” It’s the manager who walks by an employee’s desk and says “hi” but never stops to actually get to know him or her. Stop with the small talk and take the time to ask more interesting and powerful questions that can help you get to know your employees better.

As Robert Kegan and Lisa Laskow Lahey write in How The Way We Talk Can Change The Way We Work (and if you haven’t read it, do yourself a favor and buy yourself a copy):

We all do better at work if we regularly have the experience that what we do matters, that it is valuable, and that our presence makes a difference to others. We may know in our hearts that what we do matters, but it is certainly confirming to hear the words from others. We do not, after all, work and live in a vacuum. Believing that what we do and how we do it make a difference can also lead us to take additional care in performing our work.

The good news is that each of these are quickly remedied with some careful self-awareness. And if you’re still not sure whether you’re fully seeing your employees, take the courageous path and ask.

I’m casting out a challenge to organizations who use stock footage of employees on their websites, in their PowerPoint presentations, and in their marketing brochures. Here’s the challenge: STOP IT! Do you honestly think you’re fooling anyone by using these glossy, made-up people who are pretending to give a shit about what your business does? It’s phony and incredibly inauthentic and it’s not working.

Please, take each and every one of these pictures and burn them (both literally or figuratively if they infest your corporate server). Go and take a good look at the folks who actually do work for you, who do actually give a shit about your business every day. Put them front and center on your website, in your presentation templates, and in your marketing collateral.

If you want to put a human face on your organization, start with the human faces that actually power your organization.

Pamela Slim is my new superheroine…and I can’t believe it took me this long to find her. For proof, check out these fantastic posts from 2006. First, an open letter to the C-level folks. Then, an open letter to employees. For anyone who is feeling low about their corporate existence, these two manifestos offer sage advice with just the right amount of kick-in-the-pants.