Can’t Be Bothered

Can’t Be Bothered


When folks appear disinterested, apathetic, bored with their work – and their involvement in it, or just happy to “settle”, what do you do?

Shrug indifferently? Sigh in despair? Tear your hair out? Shout at them? Quit?

Or do you bother looking a little deeper? Asking yourself “Why?”?
(Or even Five Whys)?

I’ve worked with many groups that, superficially, appeared indifferent, unwilling or unable to summon much – or any – enthusiasm for what they were doing. Excepting maybe feigning just enough enthusiasm to deflect the unwanted attentions of their higher-ups.

On those occasions when I’ve had the opportunity to delve deeper, I’ve always found not disinterested and bored people, but folks excruciatingly frustrated at not being able to do a good job. Demotivated by faceless corporatism, disinterested or downright obstructionist managers, demeaning policies, pointless make-work and, in general, so put-upon that I wondered why they ever stayed in post.

“If you want someone to do a good job, give them a good job to do.”

~ Fredrick Herzberg

What is a Good Job?

Many organisations, managers and teams never even get to first base (cf Herzberg) on this question. Fewer yet ever tackle the question of “good”.

Personally, I define a “good job” as one which meets the present, actual needs of the person doing the job. And it seems unlikely that other people will know what those needs are without listening to the people in question, and showing some interest in their personal needs, as human beings.

How often do we see organisations and managers seek out the needs of the people doing the work? How often do we encounter the prevailing assumption that “the needs of the work, the needs of the manager or of the organisation, trump the needs of the individual”?

Of course, if you rush headlong at the work, like a bull in a china shop, then there will be breakages. Including damage to folks’ morale and motivation. Maybe a little more obliquity might pay handsome dividends?

Hardly surprising, then, that many folks “can’t be bothered”.

Some Advice

Would you be willing to consider some advice, drawn from long experience in this area?

If so, read on.

If you are actually bothered about folks being bothered (not a given, by a long chalk), then do you believe in extrinsic motivation, or in intrinsic motivation?

If the former, then the way is relatively clear: Choose some carrots and sticks and apply them enthusiastically. Good luck with that.

If the latter, however, things become much less straightforward. How can we make people feel (and not just act) less bored, more keen? Well, of course, we can’t make people feel anything. So we’re obliged to consider how to bring about a situation where folks can find and grow their own enthusiasms.

How would you go about that?

– Bob

WarningSign Caution! Attempting to treat people as if they matter without winning the understanding and active support of your higher-ups and your peers may cause alienation, organisational cognitive dissonance, damage to your credibility, and to your career.
WarningSign Caution! Attempting to treat people as if they matter, without first winning their trust and understanding may cause suspicion, resentment, gossip, and unforeseen consequences.

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