We read a lot about how companies can fix their own cultural issues, a lot of which are very useful and seemingly executable. I always wonder… how can it be that easy? We must first look at ourselves to succeed with any master plan to heal a problematic work culture. Real self-reflection can be difficult—because it sometimes means taking responsibility for aiding and abetting the very things we attribute to our own professional dissatisfaction.
Job dissatisfaction is often seen as a one-way street, in which we point to specific factors like long hours, lack of recognition, or limited growth opportunities as sources of our unhappiness. It’s important to recognize that we sometimes contribute to these very conditions, both consciously and unconsciously. Accepting this can open doors to meaningful change.
For instance, we may take on additional tasks beyond our job responsibilities because we like being known as an invaluable resource, the person who “gets stuff done.” Maybe we do it because we don’t think our authentic contributions are enough to prove our commitment or demonstrate our proficiency. The actual underlying belief of why we do what we do is important, but secondary to the impacts of our behavior. For instance, constantly going above and beyond can lead to frustration, burnout, strained relationships, and misguided blame toward the people who we think “make” us do it.
I have also seen many employees engage in magical thinking, assuming their mediocre efforts and attendance alone should necessitate accolades and advancement. They find themselves feeling stagnant from repetitive and unchallenging work, overlooked for promotions—though they refuse to engage in their own professional development by doing such things asking for feedback and engaging with the organization’s vision and values. This behavior may stem from a good reason, such as a protective behavior (like fear of vulnerability) that was once necessary but no longer useful. Again, regardless of the underlying causes, it’s the collateral damage of the unhealthy dynamic that causes the problem: such as when we blame supervisors, the C-suite, personal circumstances—or anyone or anything—rather than looking inward.
By recognizing and addressing our roles in negative dynamics we turn dissatisfaction into opportunities for growth. For example: by setting boundaries, we can manage our workload better and maintain a healthier work-life balance. And engaging in regular, honest conversations about our aspirations can lead us to career advancement. We have the power to transform the factors that cause dissatisfaction into catalysts for positive change.
Ultimately, job satisfaction is not solely about what the company can do for its employees; it’s also about what we can do for ourselves. By understanding how our actions contribute to our work experiences, we take control of our job satisfaction and turn challenges into opportunities for development and fulfillment. Come reflect on these ideas and others at the next Rockin’ Your Supervisor Role.
Guest Blog by John Mancuso
