Why ‘Employers’ Don’t (Appear to) CARE

by Alan Adler

A couple of weeks ago I published a blog titled: “How to Get Employees to CARE.” I received several emails from readers who shared experiences and examples of ”employees” who cared, but ”employers” who didn’t. To all who sent emails, thank you for suggesting this topic.

So, now for a different twist: “Why Employers Don’t (Appear to) CARE.”

It doesn’t matter if it’s a direct report manager or the president of the company, all too often; it appears that employers don’t care.

Today I’d like to focus on a few reasons why employers might not care. NOTE: This may frustrate some, making it even harder to have a good attitude at work; however, it’s good to know what may be, behind the apathy. In virtually every instance where employers appear not to care, the root cause can be traced to their practice of outmoded, ineffective, inefficient and obsolete LEADERSHIP SKILLS. After all, hardly any business schools in the U.S require courses on this topic. This lack of knowledge causes fear of changing the culture — the civilization we work in.

The upshot of this behavior is a “culture by default.” Where, more often than not, fear and distrust permeate the workplace. People feel they’re walking on eggshells. Most employees feel discouraged and have a “we vs. them” attitude. Their performance slips and either they try to hang in because after all, “it is a job and money,” or they leave. While this is going on, customers sense the negativity and take their business elsewhere. Vendors, suppliers and other stakeholders are also impacted. And perhaps worst of all, the longer an employer continues to accept a culture by default, the longer the business suffers.

A few other symptoms include, employers who: *Are not models but rather exceptions to the values they encourage and thus destroy their own credibility. ◦Spend so much time working “in” their business that they have little time to work “on” their business. ◦Are too often driven by performance and profit, rather than creating value. ◦Tend to be so focused on ”bottom line” that they miss the big picture. ◦Are not strategic thinkers and therefore, justify their existence by micromanaging. ◦Don’t seem to appreciate the value of intellectual capital. ◦Are in denial that “they” be may be the reason their employees are “disengaged.” ◦Fail to recognize how much happy, productive employees, impact the business in a positive way.

Now, as much as I hate to admit it, there is little that can be done to get employers to care. There are heads of organizations that simply Just Don’t Care. They’ve made it to the top, are making big bucks (with the lifestyle that goes with it), and if someone quits, they can be replaced. They don’t effectively communicate or interact with their employees; they give orders and expect them to be carried out, and typically are not interested in changing their own behavior. These heads of organizations either don’t know how, or are not interested in creating value for the business.

Fortunately, culture can be changed when employers are ready and willing to make improvements. However, the process requires employers who know how to listen and willing to modify behavior. There are several chapters devoted to this topic in my new book UpStream — Are YOU ready to turn YOUR business around? I’m also a strong advocate of periodically bringing in, an outside expert. Someone with “fresh eyes” and “fresh ideas,” who can coach key managers to become practitioners of today’s effective leadership and management styles.

When there is an (intentional) strong positive culture — employers and employees CARE and COLLABORATE. The results are endless. Just like the title from the classic Dr. Seuss book: Oh, The Places You’ll Go!

They say that great leaders are great influencers. And while we know that many great leaders don’t in fact, “lead” anything, they still can be great influencers on others, to do the right thing.

Please leave a comment about organizations where employers and employees CARE. It would also be helpful if you could share an example of how they do that.

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Alan Adler, a Management Consultant, Business Coach and Author, wrote in from Charlotte, North Carolina.