Recently, I read an excerpt from an interesting book. Ferdinand Fournies, a former professor at Columbia University, has summarized two decades of interviewing nearly 25,000 managers in his book, Why Employees Don’t Do What They’re Supposed To and What You Can Do About It. Fournies asked managers why they believe employees did not do what was expected of them in their jobs. His list of top reasons includes:
They don’t know why they should do it.
They don’t know how to do it.
They don’t know what they are supposed to do.
They think your way will not work.
They think their way is better.
They think something else is more important.
There is not positive consequence to them for doing it.
They think they are doing it.
They are rewarded for not doing it.
They are punished for doing the things they should be doing.
They anticipate a negative consequence for doing it.
There is no negative consequence to them for poor performance.
Obstacles beyond their control
Their personal limits prevent them from performing.
No one could do it.
Do any of these sound familiar in your workplace? If so, why do they happen and what can you do about it? Fournies has some ideas in his book, and we’ve got some as well. I’ll share them in my next blog. Just to give you a hint – they involve engaging your employees.