Thank God It's Monday®! Blog

Whiners Vs A Players


Do you recognize the whiners, and complainers? Most employees know when others are disingenuous about not doing their job on time, or up to expectations. 63% of working Americans think that when people complain that they don’t have enough resources to do their jobs, the real problem is that they just don’t want to figure out how to do the job. A disdain for underperformers exists across generations.  

Gen X and older millennials are more likely than younger generations to associate underperformers with blaming others instead of taking accountability or delivering results instead of excuses. Gen Z is more likely than older generations to associate underperformers with using noncommittal statements like “I’m working on that” or “I’ll get back to you.”  

High Performance cultures make it more difficult for underperformers to turn into long term employees, because high performers embrace responsibility and accountability in the workplace and expect colleagues and peers to perform up to the expectations as well.  

So, what about the other extreme? Is there a silver lining? Let’s cut to the chase.  
80% of working Americans agree that their company’s culture motivates their performance. Even more executives and managers recognize cultures’ impact on performance, almost nine out of 10. Team members, across the board, acknowledge the importance of culture and its influence on performance. So what does that tell us? Simple, the vast majority of employees want to work in a high performance culture.  

What does that look like? It breathes life into the workplace. It encourages everyone to strive to become better and evaluate their own performance against clearly communicated performance metrics. It means everyone understands that performance not only drives profitability but moves everyone ahead as a team.

So, what’s your charge? Build a high-performance culture? It will pay dividends for everyone. 

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Accountability and Clear Metrics


This may come as a shock to you. 84% of American workers believe accountability creates a positive work culture. Not only that, but 67% of working Americans are encouraged and supported by pointing out a lack of accountability at work. Younger people are more likely to want to quit their jobs if leadership doesn’t hold people accountable for living the defined values of the organization.  

Employees are significantly more likely than managers to associate underperformers with blaming others instead of taking accountability for their performance. This demonstrates a clear consistent call for a culture of accountability.  84% is more than a simple request. It is an appeal to leadership to give specifics to a high-performance culture that encourages all employees to realistically evaluate their performance against well-defined and clearly communicated expectations. It really should come as no surprise that employees want to feel good about their performance.  

Everybody likes to win the game. Here’s the problem. They can only do that when they clearly understand the game plan. They want to know what the target is so they can figure out how to hit it. Almost eight out of 10 employees wish companies had clear performance metrics for all positions so that all team members would know how to win. 76% of older millennials think unclear work expectations hurt both the companies and the employees.

Instead of wishing for poorly defined performance metrics that will make it easy to slide by employees want to know what is expected, where they stand, and what they need to do to be the best. Well defined metrics are not only important to employees, but they are also essential components for a high-performance culture.

Who knew accountability and clarity around metrics—what a combo! 

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The Different Needs of Executives Versus Gen Z


Are you on the pulse of what your executives need and want when it comes to their careers? 
More than at any other organizational level company executives prioritize career advancement opportunities. Well over half, or 54% of executives, will leave a company that doesn’t give them a path of education to advance their careers. Think of how disruptive that can be. Replacing an executive is both disruptive and extremely expensive. So what can you do? Invest in them. Investing in current managers and executives through ongoing development programs, and providing them with attractive career options, provides a high return on investment. It leads to higher performance and cultivates leadership, and that inspires all employees to strive for their highest potential.  

But what about Gen Z? Are they in a class of their own, particularly regarding work and work hours? When it comes to Gen Z, flexibility is the true currency. In fact, 63% said that they would quit if they were told they would be fired for being five minutes late. Although earlier in their career, they’re not afraid of making their expectations known to their employers. Flexibility is high on their list. This potential source of friction requires some real creativity. Customer service firms are accustomed to fixed and unforgiving start and stop times to provide timely responsive customer service. This applies to any type of customer service and yet, leaders need to be clear on messaging the flexibility they can and cannot offer to Gen Z. Smart leaders will look for creative ways to provide flexibility that aligns with the company’s key performance metrics.   

Next, we’re going to talk about getting creative with younger team members.

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Toxic Negativity and Deadly Gossip


We all know that negative work culture is detrimental to performance and morale. That’s just the beginning.  
Productivity, customer relations, and team spirit all suffer when employees lose their enthusiasm to perform. And here’s where it shows up in your business— lower bottom line profitability and higher employee turnover. So, what circumstances caused team members to leave a job? Here are the numbers and they’re quite sobering… 
48% of your employees, or roughly half of respondents, want to leave if they must work closely with someone who is negative and negatively impacts the energy of the group. The same 48% are ready to go if they must work closely with someone who frequently blames other people for their underperformance, and that same 48% will gladly leave if forced to work closely with someone with a bad attitude. Most will also be upset if they have to deal with someone who does not take responsibility for their actions or is difficult to get along with.  

What does this tell you? Unhealthy work cultures are discouraging at best and harmful or toxic at worst. And there’s one element that will make an unhealthy work culture even worse — that terrible insidious gossip. It is perhaps the most dangerous behavior that contributes to an unsafe and interesting culture. So, what would happen if we could eradicate it?  

Here are the top five answers for performance from our research: 

First, less employee stress and anxiety. 
Second, higher coworker trust, connection and inclusion. 
Third, higher morale and more expressed joy.  
Fourth, higher employee competence.  
Fifth, improved business performance.  
These all sound pretty good to me. Employees are more likely than managers and executives to say that the biggest outcome of eradicating gossip would be less employee stress anxiety. Executives are more inclined to consider business performance saying that performance would improve. Guess what? These are the two sides of the same coin.  
Gen X believes that an absence of gossip will result in higher morale and more expressed joy. Gen Z believes that people who influence is tied to gossip would lose that influence and less disciplinary action would be needed. When gossip is gone, everyone wins. Up shot, work on eradicating negativity and can gossip.  
Catch the next video where you learn about what your executives demand to stay with you and contrast that with the unique paradoxical needs of Gen Zer’s that may save you a ton of aggravation. Stay tuned. 

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One Scary State of Affairs


Based on a unique national study, focused explicitly on culture, there are a number of statistics that you need to understand.  

Did you know that 75% of American workers think that they perform in the top 10% of their company or of their field. And 68% think they work harder than most of their coworkers.  
I think we have a problem here. 75% can’t possibly perform at the top 10%, yet that’s what they think or believe.  

Misperceptions like these need to be addressed, and your employees must get real about what is expected of them and how they are doing in their respective roles. If not, how can you ever think that they’ll perform up to your expectations? How will you ever tie their efforts into profitability for your business? Without proper guidance, employees don’t have the tools or skills needed to evaluate and modify their own behaviors realistically. What’s the result? Big time business and low productivity. So, get clear yourself and make it clear for everyone else.  
Now, get ready for a wakeup call. This one is or should be more than a little scary… 

A recent national study uncovered that 58% of working Americans think doing average work is acceptable. Only 68% think that doing below average work is unacceptable. 58% think that too many employees strive to be average, rather than excellent. This paints a picture of the current reality in too many companies. Even when employees yearn for high performance culture that challenges them to become better, when people feel that it is acceptable to perform at or below average, it takes the wind out of the sails of the ambitious go getters who are essential to a successful business. On the other hand, when expectations are clear and well communicated, you have clear metrics of performance. This facilitates accountability and everyone’s sails will be filled with the winds of success.  
Standby for our next video, where we will talk about the dangers of negativity, and the one deadly sin you must know about how to eradicate gossip.  

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