Archived Articles

Beat the Monday Blues

Aug 16, 2006

Three quarters of us are miserable every Monday morning because we hate the thought of going back to work.
This is confirmed by a series of recent reports which confirm a survey of three million employees in 60 countries around the globe. 
The number of people taking sick leave peaks on Mondays and customer service is never worse.
Research shows that the bosses, the people who are supposed to lead and motivate us, are the cause of most of this unhappiness even though it costs their organizations billions in lost profits, productivity and customer loyalty.
When you have really bust a gut to go the extra mile to please a customer, all you expect is a quite thank you from the boss. But the research reveals that in most companies the sounds of silence are deafening.
The boss should be there to support us through rough patches or when we make a mistake, but his or her reaction often makes us feel as if we have been kicked in a place which will permanently change the way we walk!
The consequence is that we keep out of trouble by avoiding the boss, taking no risks and just doing what the boss tells us to do, no more, no less! So instead of having highly motivational careers, we sell the hours of our lives. What a way to make a living!
No wonder job satisfaction, morale and customer service is at an all time low in so many organisations.
Interestingly, the bosses are no happier either. They complain about demotivated people who show little initiative, never seem to be satisfied or happy and who resist change.
So how can we all beat the Monday blues?
One business expert has found the answer and he is taking on the bosses.
His company Future Winners International has set itself an incredibly challenging goal - getting millions of people all around the world going to work every day with a smile on their faces.
CEO Alan J Whitaker says the problem is all down to workers literally getting sick of being taken for granted.
“Top executives have never figured how to link the board room to the back room”, he says. “They neither strategize to excite and motivate their people, nor do they ensure that they and all levels of management provide inspiring leadership”.
Speaking at the launch of the new FWI website, Alan said
“The problems which our bosses cause can be traced directly back to the way they strategize and manage people”, he says.
“Strategic planning is usually conducted by top management with no thought to morale building and team commitment. 
“Yet if they were the directors of a top sports team, they would shape their strategy around the needs of the players to ensure that they run onto the field in peak physical and psychological condition and are committed to win.”
Alan says that whenever FWI are invited to assist the top management of an organization change its culture, the first task is to redo their strategic plan as a strategic GamePlan and then to train these executives to use FWI innovative programs such as Passion Creates Profits to rebuild the morale of all managers and employees.
New techniques pioneered by FWI have attained amazing results in companies around the world.
“After just two months, people report having their socks knocked off by the change in their manager’s attitude towards them.” he says.
When people feel they are appreciated and believe they are critical to the success of their company, they feel important and enthusiastic about the work they do. Productivity, morale, commitment, customer loyalty and safety rise while waste, absenteeism and employee turnover falls. 
“Not only do our clients have committed employees”, he says. “These employees develop supportive internal networks and many build positive emotional bonds with customers so that they keep returning and become evangelists for the organization.”
But is this just some theory expounded by yet another business guru?
Not according to Nii Mensah, CEO of Salt Lake City in the USA.
“My organization consists of three companies which were merged five months ago.  Through processes presented by Future Winners International we have smashed through the barriers which separated employees of the previous companies and also those between managers and employees. Today we are well on the way to becoming a single customer focused ‘can do’ company.
“My 22 top executives are an enthusiastic team dedicated to leading our talented people to a future we will all be proud of.”
Alan says that some managers on FWI programs have provided really unusual feedback such as “Now I really like my people” and “My people love the fact I know their children’s names.”  But his favourite comment is “Our coach sets us up to win – and we are all winning!”
His goal, with the aid of highly trained franchisees and licensees is to continue rolling FWI programs out worldwide with the aim of alleviating the poor treatment of employees and helping enterprises to radically increase the number of loyal profitable customers.
He says, “Our programs are good for employees, good for customers and good for each company’s bottom line.” 
Monday mornings never need to be dreaded again.