Suggested Reading: Reviving Work Ethic: A Leader’s Guide to Ending Entitlement and Restoring Pride in the Emerging Workforce

By Steven E. Sacks, CPA, CGMA, ABC

A recent study by the American Psychological Association indicated that during this period of rapid change and uncertainty about business and the economy, there is a higher level of chronic stress because of potential organizational change. Change has also resulted in an increase of distrust with employers, leading to the potential of employee departures within a year’s time.

About half of the Americans surveyed indicated they have been affected by organizational change over the past year or expect to be impacted within the next year. The online survey was conducted this past March by Harris Poll among more than 1500 adults working full time, part time or self-employed.

Change is tough to absorb, especially if there has been a lack of communication or shared information with employees. This also has a bearing on work ethic. Company leaders probably hope and expect that their workforce will have been instilled with a work ethic from their parents and teachers early on. But this is not a worry leaders should have.

This is clearly explained in Eric Chester’s book, Reviving Work Ethic: A Leader’s Guide to Ending Entitlement and Restoring Pride in the Emerging Workforce. He simplifies the worker challenge by categorizing employees into one of four quadrants: 1) Idle Quadrant; 2) Lucky Quadrant; 3) Cheating Quadrant; and 4) Valued Quadrant. This theory is built on a horizontal axis of cognizance: the ability to know what the employer wants and expects. The left side reflects the “don’t know” status and the right side, the “know” status.

This is then overlaid by a vertical axis of compliance, where the top is the “doing it” definition and the bottom part, where the “not doing” or inactivity part resides.  These horizontal and vertical axes form the four quadrants.

Starting from the bottom left and going clockwise is the Idle Quadrant, those employees who don’t understand work ethic. This is followed by the Lucky Quadrant: those employees who may actually fall into the prior quadrant but through luck show up on time or appear reliable. Next is the Valued Quadrant: those employees who clearly know what they have to do and they do it while possessing the work ethics that bring pride to their bosses. Finally, there is the Cheating Quadrant: those employees who know what is expected of them but choose not to perform.

The challenge is how to move employees to the top-right Valued Quadrant. Chester proposes five strategies to accomplish this:

1) Find your style

2) Develop trust

3) Value tact and timing

4) Tell stories

5) Cast a vision

He then combines this with seven identified Work Ethic Markers. These markers are those that most of us were taught when we were children, such as play nice, be prompt, do your best, and tell the truth. These are not new concepts developed by high-priced consultants specializing in organizational development.

Just plain common sense.

There have been books written for the new generation of workers; the bookstores have shelves lined with new theories and ideas. But nothing works as well as philosophies that have made the U.S. the global business leader.

The book also provides guidelines for how to conduct more insightful interviews where answers to certain questions will uncover work ethic.

Whether a small mom and pop shop or a Fortune 500 company, there are valuable nuggets to get from reading this book.

About Steve

Steven Sacks is the CEO of Solutions to Results, LLC, a consultancy that specializes in helping individuals, firms and organizations meet the challenges of communicating with clarity and purpose. Visit his website at www.solutions2results.com.