Morale Is More Than Fun

If I read one more article about how to boost morale in the workplace simply by saying nice things to co-workers and subordinates, I might say something decidedly not nice. The message and the tone – what you say and how you say it – are, of course, important elements in the morale equation. No doubt. But words are the end, not the beginning, of the effort. We must start with an examination of the culture and values of the organization, and how the leadership implements them.

I won’t point a finger at the recently published piece that set me off. I was encouraged initially when I read the first point: conduct an assessment. Then, hopes were dashed when it was clear the research was not about values or culture or communication practices. It was about your attitude. Again, it’s an important point but not where to begin. Morale is complicated, not one-dimensional, and goes to the core of the organization and its leadership.

Perhaps the most common mistake in the one-dimensional realm is confusing fun for morale. I had a boss who once asked me what morale measures I was undertaking for the office I was recently hired to lead. I said I involved the whole operation – in teams and as individuals – in discussions about our new direction. I reported that we were creating new business plans, investing in training, developing individualized career paths, and ensuring everyone understood their role and their goals. Excitement and camaraderie was building. And, I added that we just celebrated a new business win with a very enjoyable happy hour. “Yeah, that’s fine,” he responded. “But it’s not enough.”

He insisted that I give $200 to each staff member and the morning off so they can buy something for themselves. Then, host a lunch where everyone could share what they bought. I was incredulous and pretty sure gave a reflexive, accidental eye roll. I added to the blooming disagreement by saying, “Isn’t that a bit like a band aid? I think morale is an outcome of doing all the great stuff we’ve set in motion. What expectations are we setting with the $200? What will we need to do next week or next month?”

That may not have been the best way to raise an objection but I saw too many forced-fun, temporary fixes before. You can try to build instant, synthetic relationships but authenticity rules and it takes time for cohesiveness to gel.

Like so many other important efforts, organizational behaviors and principles must be continually role modeled and reinforced. You cannot put your mission/vision/values statement in a nice frame, nail it to the conference room wall and walk away. Make them count. All the time. This applies to the intern, to the board of directors, and everyone in between. And we must ensure there are consequences for negative or harmful actions. Want to undermine the morale of your organization? Ignore, tolerate or reward bad behavior. Don’t confront the toxic employee.

The bottom line is that morale, or creating a fun or a “cool” place to work, is an outcome of an honest, ethical, communicative and interesting work environment. Organizations succeed when they focus on delivering differentiated products or services, provide unambiguous information, and instill confidence with visible and empathetic leadership.

Between posts, I invite you to follow me @pauloestreicher.

Humor Has Its Place... But Not Here

I've said this often: Be careful with humor in serious times. And what's funny to you may not be funny to someone else. It comes down to knowing your audience and having some compassion.

When Yahoo! CEO Marissa Mayer recently quipped, there will be “no layoffs… this week,” many at the company were reportedly shaken (http://www.mediaite.com/online/yahoo-ceo-cruelly-instills-fear-in-her-workforce-with-ominous-joke-no-layoffs-this-week/). With discussion about Yahoo!'s future and potential cuts already in the air, this attempt at humor was particularly unfunny.

There's some history on misreading the audience at the company. When Yahoo!'s work-at-home policy was reversed in 2013, they reported that it was meant to raise morale and increase collaboration. (You can read more here: http://www.c-o-i-n-s.blogspot.com/search/label/Yahoo). 

I agree that face-to-face communication is ideal but there's also a need for flexibility to ensure the best people are able to participate in the enterprise, especially in tech where there's great dispersion of talent.

The bottom line is morale or fun can't be forced or mandated. They're outcomes of an honest, communicative and interesting work environment with visible, empathic leadership.

Between blog posts, I invite you to follow me on Twitter @pauloestreicher.

Morale is Not an Objective, It’s an Outcome

Why We Keep Talking About Yahoo! (and Not in a Good Way)

The plus/minus of Yahoo!’s decision to reverse their work-at-home policy continues to dominate discussion about the company. It’s a clear sign that they’ve not taken control of the issue. 

The New York Times ran another story on the controversy today. Who were their sources? Who’s speaking for Yahoo!?  “A former senior employee,” “Brandon Holley, former editor of Shine, Yahoo’s women’s site, now editor of Lucky, Condé Nast’s shopping magazine,” a current “manager” and a “former manager.” This is not the way to 1) represent the company or 2) take charge of the message.

Because Yahoo! is staying out of the discussion while everyone else is weighing in, the issue continues to churn. Instead of redirecting us toward information on Yahoo!’s promise, we’re left talking about their problems.

I can certainly understand the need to address corporate culture issues; I support that wholeheartedly. But the headline of the NYT article announced, “Yahoo Says New Policy Is Meant to Raise Morale.” That's a big mistake, in my view. Here’s what I wrote in my book, Camelot, Inc. (Chapter 11, Joust for Fun: Dealing with Boundary Issues): 

You can’t mandate fun or good morale. I was in a room full of executives at a leadership retreat when the moderator asked, “What is your job?” The answers from the group were varied and included: “I protect and expand the reputation of my company,” “I generate new business and keep the money flowing in,” and “I try to create a great atmosphere where the people can contribute, learn, grow, and have fun.”

Wait, what? Fun? How much fun should we be expected to provide? Directly, none. Someone’s fun or happiness is his or her own job, or the job of a friend or spouse. Fun, like morale and office friendships, should be the happy byproduct of a vibrant, empowered work environment. 

The bottom line is that morale, fun or a “cool” place to work are outcomes of an honest, communicative and interesting work environment. Yahoo! will succeed if it focuses on delivering differentiated products services, providing unambiguous information, and instilling confidence with visible and empathetic leadership.

Between blog posts, I invite you to follow me @pauloestreicher.