5 Ways to Overcome the “Not my Job” Syndrome.
Maybe your staff don’t come out and say “It’s not my job”. But after settling into their role, some will be reluctant to ever move too far out of their comfort zone.
Perhaps they’re naturally insecure and defensive. Maybe the scope of their job has expanded beyond what they feel capable of dealing with. Whatever the reason, skills gaps will develop.
You expect your staff to work hand in glove with your systems and processes to handle orders, deal with customers & suppliers, provide useful information for decision making. Whilst they may blame the system or process, it’s often the staff themselves who are the weak link, not connecting the dots.
To run a business, you need bags of confidence. The same doesn’t necessarily apply to your staff. For whatever reason there may be a number who lack or have lost confidence.
Perhaps this may contribute to more of a Fixed mindset rather than the Growth mindset you probably desire. It’s a concept devised by Dr Carol Dweck:
2. Work v Leisure
It’s a myth that everyone is keen to progress their career. Around 70% of people go to work to earn the money. Their true passion lies elsewhere.
The key is finding what the key passion for each member of staff is – children, family, sport, gaming, socialising with friends or something else. Recognising and understanding how it can blend with work will surely illicit a more positive response from the staff member.
3. Development and Training
All staff should have a means of identifying the development and training they need in relation to the work they are expected to carry out.
First perform a goal cascade exercise. This involves the most senior person identifying what goals he or she needs to achieve in their role to meet the company objectives. They will require managers to perform certain tasks for this to happen, which is where the cascade comes in.
The most senior person carries out the same exercise, setting goals for his or her managers. Whilst doing this, there needs to be a recognition of the development & training needs.
4. Focus on the core. Outsource the rest
Get your staff to concentrate only on doing work that directly adds value – producing & selling. Pass as many of the distractions that require specialist knowledge – health & safety legislation, staff contracts, payroll, pension, accounts, travel management to people you can pay on an engagement basis.
These non core activities can be a big drain on staff time and focus when they should be concentrating on improving the core operations.
5. Supplement skills gaps with graduates
A graduate can deliver improvement projects whilst working alongside the existing staff
Day to day operations can be all consuming for staff when you’re busy. The improvements you want them to make get put on the back burner until there is time. A graduate can deliver improvement projects whilst working alongside the existing staff. They have strong project management skills to see through your improvements and bring bags of enthusiasm & fresh ideas which will rub off on the rest of your team.