Seventy per cent of Americans are disengaged from their jobs to one degree or another. While some just run on autopilot, others are “actively disengaged” and undermine their companies with their attitudes.
Dealing with these employees is a problem for every CEO – but what if the CEO hates his or her job, too?
The No. 1 One Question I Get Asked
“Why do I hate my job?” is the most significant question I’m asked by my clients. If they can’t get past this hurdle, it affects every other aspect of their performance, which, in turn, makes them hate their jobs even more.
It always takes me aback when people running companies simply do not like what they do. A lot of them are owners, and they can’t leave. They’re committed to making the company successful, and at some level, they deeply care about its future. What’s missing is enjoyment.
They have worked hard to establish a company or make it to a top spot, and now, it is not fulfilling them personally or professionally. My job as a coach is to find out why.
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It’s Not Hopeless – Know The Cause
What I usually discover is that, like most everything in business, this dilemma is a “people problem.” CEOs who hate their jobs are doing everything themselves, overburdened because they can’t count on the people under them. Most of the time, the discontent, and flat-out hatred of the job boils down to this: they hired the wrong people – and now they spend 99 per cent of their time trying to make up for that mistake.
According to a recent CareerBuilder survey, 66 per cent of U.S. employers have been affected in the past year by a “bad hire.” These people, whether they are a poor cultural fit or lack the right aptitudes, have a measurable negative impact on productivity, sales, employee morale and client relations. The hidden casualties are the CEOs themselves. The burden of compensating for these botched hires falls directly on them.
Why are bad hires so common?
Often, companies, and their leaders, hire out of desperation. “We need someone in here now, and this person looks good enough.” But “good enough” is no way to run a company. As a result, CEOs spend their days putting out fires, solving problems, correcting, counselling, hiring, and firing. They’re micromanaging when they should be focusing on the big picture. If they hate their “job,” it could be that they’ve not had the opportunity to really start doing it yet.
My advice for these CEOs is to take the time to get the right people in place. I cannot emphasize enough the difference it makes. With an accountable team of A-players, CEOs can start enjoying their jobs, and leading rather than managing. The goal is to hire people – or coach your managers to hire people – that are so good they make the CEO look bad. An A-player team is the key to enjoyment and fulfillment for CEOs.