Managing people whose job is not all that meaningful

Let’s be honest. Despite the hype on social media and in magazines, many people have roles which are not all that meaningful, either for them personally or for the organizations for which they work.

Over the last few months in the framework of work,  I have spent hours observing leaders who manage people whose jobs have little meaning. I spent over 24 hours at a car wash, 3 days at a bakery and a 14 hours at a call centre which sells financial products.

I watched people doing the most tedious of jobs who were totally engaged without the use of any measurement matrix or enslaving IT process.

These are the behaviours that I observed which were seen as highly motivating.

  1. Care for the employee. “Get out of the sun, Ahmad.”  “If you are not serving anyone, sit down Natalie”. “After a call like that, take a smoking break, Giselle.”
  2. Laughing AT a client with the employee after the client has been served. “No wonder he is so fat”. “She probably was calling you while sitting in the toilet”. “Rude fucker, I hope he is married to someone he deserves”
  3. Siding with the employee when the client is wrong. “Wait your turn, Bud. He will get to your car in 15 minutes, Stand back and let him work”. “Lady, if you need more time to decide what else to buy, please step aside so that our server can serve the next customer.” “When people hang up on you like that, it’s all about them, not about you.”
  4. Use of informal language. In Hebrew, there is a marked difference between street Hebrew (with some Arabic or Russian swear words thrown in) and a more sophisticated office Hebrew, which would include lots of English words. The use of the street language was seen as  highly motivating.

My major take away from all these hours of observation is that the work itself does not need to be meaningful; it is enough for the work related interactions to be pleasant.



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3 thoughts on “Managing people whose job is not all that meaningful

  1. This is material for a doctorate thesis. When I was consulting for an aluminium foundry, supervisors who bought their potmen popsicles to each individual’s preferred flavor to ease the heat exposure got more positive feedback on their 360 than those who gave a « raw-raw » speech at the beginning of their shift.

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