Happy IN work vs. Happy AT work

I had an email from a reader who gave me permission to anonamise it and share:

[After working in sales and feeling something was missing] I moved into the care sector, retrained and was running the company after 3 years. He’s where it differed, there was and still is very little margin in the sector for any financial rewards. Care practitioners are on slightly more than minimum wage and do not have a reasonable fuel allowance. In domestic care they are accountable legally for the care/support they give and must attend quarterly supervision (by law) and have to retrain yearly. They work 24/7 365 on a rota.

Last year I moved to a new company and had to explain to 300 staff why their duties would expand due to ward closures, their area of travel would increase, but I wasn’t or rather couldn’t pay them any more. They were not happy. As qualified care practitioners, they were on less than staff on supermarkets check-outs.

I had of course checked the budgets, asked the directors for an increase and took another look over the council contract, where I realised that the contract was worth less than the previous year. When I queried this, I was told “carers do it because they care, not for the money“.

How about that for assumption. I handed my notice in soon after…

Classic management screw up, making an assumption about their people ‘they do it because they care, not for the money.’

The huge flaw in that logic is not understanding the difference between being happy IN work and happy AT work. The carers were happy to be IN work in a profession where they had real meaning and improved people’s lives, but it´s impossible to be happy AT work if you’re paid so little that money is a huge, pressing stress and you’re worried sick about paying the bills.

This is all too common in the charity sector where employers believe it’s enough for people to be working for a cause they feel passionate about and so don’t pay people enough or create a good working environment. At best, this is de-motivating, and at worst it makes great people leave and take their talents elsewhere.

Conversely, in many corporate jobs, including sales much of the time, the opposite is true. You get paid really well and have a nice comfortable life so you feel happy AT work but if you feel like you’re just being paid in order to make even more money for shareholders then there’s very little to make you happy IN work. And again this can cause great people to lack motivation or leave.

The key therefore is to create organisations with a very clear, higher purpose that people believe in and want to be a part of, and to ensure that you pay people enough to take money off the table as an issue so that they can focus on work. Once these base level needs are met you can then work up to higher levels of human satisfaction through recognition, social belonging and mastery of their craft which will take their motivation and performance to soaring heights.

Building a team from the bottom up

I’m working on a business plan for a new venture at the moment which I’m hoping to get going next year once I’m settled back in the UK (disclaimer: all plans are subject to change, especially whilst I’m still travelling!) I will make the plan publicly available for comment soon (the anti-non-disclosure-agreement) but I can tell you now that it includes setting up a large cafe/restaurant.

I’ve got a fair bit of entrepreneurial experience, but the hospitality business is completely new to me. So I figured that the first team member I need to get on board is a restaurant manager. Then I got to thinking, I wonder if you could run a restaurant without a manager at all and instead share the responsibilities with everyone working there. It would be unusual (I think) for a large restaurant and you would need to carefully implement some democratic systems and processes to make sure that the place runs smoothly, but I think it could be do-able.

My next thought was that to build a new team, instead of starting with the traditional approach and recruiting a manger first who then hires the rest of the team, how about hiring some junior employees first then working with them on the business plan (after all, they will be in the front line of actually delivering it and I’m sure will have some brilliant idea of their own too.) Then together with them you could talk about the management responsibilities and see if they could be effectively distributed. And if not, then the employees could hire their own manager. Not as their boss, but as an equal, just with a different set of responsibilities.

I think the benefits of this could be enormous. The employees would see that they really are the most important people in delivering the service to customers. They’re not just working ‘for’ a manager who has the real responsibility. And who knows how it might lead to a better team and customer experience if all front-line staff share the responsibilities and power of a manager.

What do you think? I would particularly like to hear from anyone who has worked in a restaurant but all views are welcome.