When
the
fish
in
a
stream
are
dying,
biologists
don't
attempt
to
solve
the
problem
by
yanking
the
fish
out
of
the
stream,
throwing
them
into
a
clean
fish
tank
for
an
hour
a
day,
and
then
pitching
them
back
into
their
original
ecosystem
for
the
rest
of
the
day.
Instead,
they
search
to
discover
the
cause
of
the
problem
and
identify
real
solutions.
This
includes
cleaning
up
pollution,
educating
people
who
use
the
stream,
and
securing
resources
to
respond
to
the
challenge.
True
problem
solvers
use
both
common
sense
and
good
science.
Because
they
recognize
that
the
well-being
of
each
fish
relates
to
the
health
of
the
total
community,
they
do
whatever
is
necessary
to
restore
the
condition
of
the
creek
so
the
fish
can
thrive.
Regarding
workplace
negativity,
a
"no
sense,
no
science"
approach
is
often
used.
It's
similar
to
a
captain
swerving
a
massive
ship
just
a
wee
bit
after
he
sights
the
tip
of
a
giant
iceberg
straight
ahead.
A
humorous
speaker
is
hired
to
"lighten
up"
or
motivate
jaded
and
anxious
employees.
Workers
who
are
openly
hostile
or
disruptive
are
disciplined
or
referred
to
anger
management
and
conflict
resolution
programs.
Today's
epidemic
of
negativity
at
work
proves
that
workplace
anger
and
anxiety
are
often
justifiable
responses
to
unjust
workplace
conditions.
Negativity
soars
when
the
surface
symptoms
of
a
toxic
work
environment
are
attacked
but
the
underlying
causes
of
employee
dissatisfaction
(e.g.,
unfair
policies
and
procedures,
pay
inequities,
overwork,
and
inadequate
staffing)
continue
to
fester.
Successful
managers
are
aware
that
the
health,
happiness,
and
prosperity
of
the
entire
company
is
inextricably
linked
to
the
well-being
of
each
employee.
Because
they
recognize
that
success
is
more
likely
to
result
when
managers
demonstrate
high
concern
for
employees
as
well
as
productivity,
they
treat
every
person
with
dignity
and
respect
while
challenging
them
to
reach
their
full
potential.
The
following
examples
portray
the
effects
of
two
dramatically
different
approaches.
AN
EXAMPLE
THAT
MADE
EMPLOYEES
"VOTE
NO"
WITH
THEIR
FEET
Ronald
Allen,
CEO
of
Delta
Airlines,
reacted
to
financial
disaster
with
a
brutal
downsizing
campaign
that
chopped
about
one-third
of
the
airline's
workforce.
The
deep
cuts
resulted
in
a
startling
decline
in
customer
service
ratings
that
had
once
been
the
envy
of
the
industry.
Allen
was
also
known
for
humiliating
employees,
and
a
survey
revealed
that
his
workers
were
skeptical,
frightened,
and
hostile.
Even
though
Allen's
actions
placed
the
airline
in
the
black
again,
a
massive
exodus
of
talent
occurred
as
employees
resigned,
and
the
board
chose
not
to
renew
Allen's
contract.
WHAT
YOU
WANT
TO
DO
NOW
On
the
other
hand,
when
Gerald
Grinstein
took
the
helm
of
an
ailing
company
(Western
Airlines),
he
spent
hundreds
of
hours
in
cockpits,
behind
check-in
counters,
and
in
the
baggage-handling
pits.
He
got
to
know
his
employees
and
genuinely
listened
to
their
concerns.
His
impressive
ability
to
establish
rapport
became
invaluable.
He
convinced
employees
to
agree
to
concessions
on
work
rules
and
to
take
pay
cuts
with
the
promise
that
they
would
eventually
have
a
larger
stake
in
a
healthy
company.
His
actions
catapulted
the
airlines
into
a
solvent
position
after
only
two
years.
In
fact,
Grinstein
sold
Western
Airlines
to
Delta
for
$860
million.
Grinstein's
successes
were
repeated
when
he
became
CEO
of
another
ailing
transportation
company.
Burlington
Northern
was
saddled
with
$3
billion
of
debt.
To
gain
employee
approval
of
cost-cutting
plans,
Grinstein
flew
a
selected
group
of
maintenance
workers,
administrative
professionals,
and
train
crews
from
all
over
the
country
to
dine
with
him
at
the
company's
headquarters.
He
also
rode
the
railroad's
routes,
working
and
talking
with
crews.
Because
he
asked
for
and
genuinely
listened
to
the
advice
of
employees,
they
felt
respected
and
empowered,
and
both
the
company
and
individuals
reached
peak
performance.
PREVENTION
IS
THE
BEST
CURE
Most
of
the
causes
and
costs
of
workplace
frustration,
anger,
and
anxiety
can
be
prevented.
In
an
ideal
workplace,
employees
are
internally
motivated
and
self-regulating
because
they
are
hired
with
care,
placed
in
jobs
that
serve
them
as
well
as
the
company,
and
supported
with
the
resources
required
to
accomplish
their
jobs.
When
companies
treat
employees
with
dignity
and
make
efforts
to
empower
them,
employee
self-confidence
and
performance
grow.
The
best
employee
motivation
strategy
is
to
correct
dysfunctional
aspects
of
corporate
culture
while
simultaneously
working
with
individual
employees
who
are
angry
or
anxious.
Successful
companies
understand
Employee
Motivation
101.
They
nurture
their
workers
while
achieving
their
missions.
Below
are
the
key
components
of
a
training
plan
I
use
when
I
work
with
managers
and
organizations.
KEY
FACTORS
FOR
OVERCOMING
WORKPLACE
NEGATIVITY
-
Understand
that
negativity
is
a
symptom
of
the
unmet
needs
of
employees.
-
Identify
the
root
causes
of
problems.
-
Create
a
respectful
environment
in
which
each
individual
is
valued.
-
Recognize
employee
accomplishments
and
facilitate
healthy
social
interactions.
-
Encourage
the
constructive
expression
of
negative
emotions.
-
Provide
a
safe
work
environment.
-
Shed
one-size-fits-all
routines
and
work
hours.
-
Empower
employees
with
change
and
stress
reduction
skills.
-
Create
a
workplace
filled
with
humor,
joy,
and
fun.
Visit
http://www.FreeJoyOnTheJobEbooks.com
now
and
GET
YOUR
FREE
EBOOKS:
"Secrets
of
Happiness
at
Work,"
"Employee
Engagement
Made
Easy,"
and
"Get
the
Respect
&
Appreciation
You
Deserve
Now."
Doris
Helge,
Ph.D.,
is
an
executive
coach
&
a
corporate
trainer
for
companies
as
large
as
Microsoft.
©
2008
This
article
was
excerpted
with
permission
from
"Joy
on
the
Job"
by
Doris
Helge,
Ph.D.
Permission
to
reprint
this
article
is
granted
if
the
article
is
in
tact,
with
proper
credit
given.
All
reprints
must
state,
"Reprinted
with
permission
by
Doris
Helge,
Ph.D.
Originally
published
in
"Joy
on
the
Job,"
http://MoreJoyOnTheJob.com
©
2008.
