EMPLOYEES' ATTITUDES

Third publication in the Culture Transformation series

Employer Branding (EB) — for many people, this termin stantly brings to mind one thing: attracting top talents. The best of the best. The dream team. So what if our campaigns and PR activities are top-notch, attract attention, and, above all, cost you a fortune, when insidethe company is a grocery and pet store. You might say, “What is she talking about?” She's talking, and she's making sense. Life brings disappointments and it turns out,colloquially speaking, that at some point in their history they have gottenstuck, and in this case, bosses turn to advisors like doctors and ask for the quickest cure possible. 

No tests, no diagnosis — just give us the magic pill. Except… it doesn’t work that way. You have tostart with the hard stuff: the inside. The culture. The people. And yes —yourself. Without tests, without a diagnosis, they simplywant to get a golden remedy for the disease. Unfortunately, this is not possible, but perhapsit will give you some insight into what needs to be improved. Treatment mustbegin with the most difficult part – from inside, inside of you, the company'sinternal structure, and its employees, etc. 

When starting the diagnosis, I have encountered different attitudes among team members in various organizations, regardless of their size,industry, or location. So, let’s meet:

1st Attitude . The “I’m sitting in my trench” mindset 

To avoid unpleasant or new situations, employees begin to dig trenches like soldiers on the front lines so that the enemy (read: the boss) doesn't shoot them. They sit in their cubicles or rooms,pretending to be swamped with work, their desks piled high with documents –they are always busy.

Every meeting is important to them, andthey usually arrange to meet outside the company to get as far away as possibleand not attract attention.They show no commitment or initiative,because why bother? They feel perfectly comfortable in their comfort zone, intheir trench, and any change is a drama for them.

2nd Attitude: I am not a mushroom

Growing mushrooms is very simple and doesn’t require much effort, butwhen it comes to attitudes and management, things can get dangerous.Returning to cultivation – mushrooms are nurtured and cared for untilthey reach a certain size. As soon as the cap is large enough, it is cut off.It is similar with employees. When they notice that we are getting ridof good, committed colleagues, who want to move forward, or that we are hiringweak ones, everyone wonders who this new person is and why they are here, because it is “drama, not knowledge.

”In such a situation, a safety brake is activated in their heads (read:hats), which prompts them to think, “Why should I develop and educate myself?What if I become too good, my boss will fire me?” Is there an analogy tomushrooms? Yes, there is.

3rd Attitude: I pretend to be adead dog

An old piece of advice from American trappers: if you want to avoid beingattacked and bitten by a grizzly bear, pretend to be dead. Isn't that convenient – if I pretend to be dead, the dangerous animal, i.e.my boss, won't eat me and I will live happily ever after in my corporate world.This attitude is very similar to sitting in the trenches. Do nothing, justenough to survive. Behave, as the Americans say, according to the principle of“go with the flow,” i.e., don't go beyond the barriers, because what if itturns out that I'm better than my superiors, and then what? Why take therisk—better to play dead – no ideas, to engagement, just be dead.

4th Attitude: I flaunt my frills or grow feathers

We want to have the best of the best inour team, we fight for them, we care for them, we nurture them, we fulfilltheir every wish – just so they don't leave, because then what will happen tous? Flaunting your frills has a lot in commonwith the BCG matrix star type.The name is beautiful, but just asdangerous for the company as mushrooms.

Stars quickly fit into the company, createa lot of buzz around themselves, noise, but unfortunately, over time, when theynotice, that their activities are monotonous and long-lasting. “Flutterers” burn out or become demotivated quite quickly, but they attract attention andcan help us build our image and develop our business.The question is, for how long? Will theyget bored or take the knowledge they have gained from us to the competition?

“Show-offs” often forget about their friends, are arrogant and focused onthemselves, money, or their professional position, maintaining relationshipsonly with those who can give them something. They don’t listen, because theyare always right.

They reveal their true selves when we needsomething from them. They think they are the best experts; they say they have apersonal brand. And again, for how long? Until someone, someday, accidentallyfeels the effects of their actions firsthand.

5th ATTITUDE: Grumpy Smurf

Who doesn't like The Smurfs, and onelittle, who had answer for everything: “I don't like it.” However, in anorganization, a “Grumpy Smurf” is a real saboteur of mood, engagement andefficiency.This is a person who will comment on everychange with: “it doesn't make sense”, “it used to be better”, “it won't workanyway.” Even if the company were to hand out bonuses for the mere fact ofexisting, they would find a hidden agenda in it. 

Unbelieving in intentions,tired, discouraged, they would most likely sing “I don't like Mondays” in themorning and go home. And it's only Tuesday. Grumpy Smurf doesn't explode, shout, orthrow papers around. His weapons are grumpiness, ironic smirks, sighing atevery new idea, and accurate and painful comments thrown in passing. The teamstops sharing their enthusiasm and ideas because “why bother, when Grumpy willfind fault with everything anyway.”

The worst part? Sometimes Grumpy might beright. But the way he communicates it makes even an accurate observation soundlike the grumbling of an old grandpa. So instead of inspiring change, hespreads discouragement, cynicism, and sarcasm. And yet it is precisely hisskepticism, when well-directed, that could sometimes be such a useful icebucket and an impulse for reflection. If only, instead of grumbling, he startedtalking.Each of these attitudes is undoubtedly theresult of management and organizational culture, or rather a lack of managementand culture. 

It is also the result of zero interest on the part of the HR department. Such attitudes affect not only theemployer's internal brand, but also its development and operating costs. Committed employees who feel jointlyresponsible for the organization's functioning on the market will display manyattitudes, but they will be activists, ambassadors, the best salespeople,innovators, and creators. And isn't that the kind of people we want as managersand owners? 

Don't we want to sleep peacefully and know,that our business is moving forward, growing, and making a profit?

If so, why are we cutting the branch weare sitting on and allowing our subordinates to create a situation where theiremployees are stuck in the trenches, feel like mushrooms, or throw tantrums? Because it's convenient, because changeviolates our comfort zone, or maybe we ourselves are sitting in the trenches? If so, it's time to start digging our way out, and I'll be happy to help.