People are complicated. Joyful, productive, energetic one moment, out-of-sync, stressed, and uncertain the next. That’s who we are. The best leaders take it all in and adapt. Organizations face daily issues related to job performance, fit, motivation, and supervision, and occasionally more serious issues of anxiety, depression, and substance abuse.
We can’t solve every problem the people under our care face. But we can engage in highly effective and proven strategies: ask, listen, respond. Scholarship, research, and best practices never fail to complicate the practice of management! Most of the time it’s not rocket science, either in relatively normal or extraordinary times. In my experience, a simple four-question matrix often wins the day.
Take a mental snapshot of the people in your organization. For each person, how many “yes” answers do you think they have? How many “no” answers? When was the last time you asked?
Do I know what my job is?
Should you have an accurate job description (HR 101)? Yes. But you should also understand expectations. People like to know what you need from them. The specific tasks, availability and deadlines associated with a job can be quantified. But how does a person’s job fit into the larger goals and objectives of the organization? That connection can be lost over time. Leaders help their people feel connected and underscore their importance.
Do I know how I am doing at my job?
There is a place for annual performance evaluation. When combined with interval assessment and peer reviews or a 360 component, you gain a clear understanding of how you measure up to expectations…most of the time. Depending on formal feedback to know your standing has major downsides, especially in the absence of daily contact. For some – even high performers – evaluation can be stressful and cold. Leaders relieve stress by providing constant feedback. Do I know how I am doing? is one question your people should never have to ask.
The first two questions are professional. Moving to the right side of the matrix leads you down a path of personal engagement. You probably will not keep employees who do not like their jobs or the people with whom they work. Here are some ideas to mitigate that risk.
Do I like what I do?
Job enjoyment did not used to be an employer’s responsibility. You work. You get paid. You go home. There are still pockets of government and industry where that dynamic exists, but most folks want to enjoy what they are doing. Help them. Don’t assume someone who liked their job in the first two years still does. People desire change, challenges, different scenery, opportunities to pursue and problems to solve. That change could be within someone’s current assignment, somewhere else in the organization, or someplace new (including retirement). People need to give voice to what they like and dislike. Make sure you give them that opportunity.
Do I like the people I work with?
Dangerous territory. You used to be able to get a feel for the morale of an office by walking around and observing the energy, interactions, and how people treat each other. That’s during ancient times when people used to go to the office. Note that in-person Hal and zoom Hal are not necessarily the same person. As the work environment changes personal dynamics change with it. A leader does not have to solve every inter-personal conflict on a team but does need to ensure a respectful and productive environment. Observe, listen, and tactfully ask when you sense conflict. Chemistry matters.
The next few years will see a more diverse and unpredictable array of work modes, environments, and evolving co-worker relationships (and machine relationships?). Listen to your people. Listening provides the foundation for improving the emotional intelligence of your workplace. That intelligence, sometimes found through four simple questions, can unlock a brighter future for your organization.
COPYRIGHT 2025 Adam Jones
