The Three Signs Of A Miserable Job

There can be no leadership without influence, because influencing is how leaders lead. “At the end of the day, what qualifies people to be called leaders is their capacity to influence others to change their behavior in order to achieve important results.” (Grenny, pg. 6). Using the two books, Influencer and The Three Signs of a Miserable Job, bridges the relationship between the principles of leadership, power and influence.

The Three Signs of a Miserable Job tells the story of recently retired executive, Brian Bailey, who discovers the three signs of disengaged employees. He believes that employee satisfaction has a pronounced impact on customers and therefore directly correlates to company revenue. Employees with managers who make them

By using these two foundational behaviors, an influencer then applies personal, social and structural influence to effect inevitable change.

Next, Lencioni talks about employees needing to feel relevant and, “…to know that they are helping others, not merely serving themselves.” (Lencioni, pg. 232). Obviously, we help our family, friends, customers, and team members. However, Lencioni emphasizes true job satisfaction is born when managers acknowledge the employee’s relevance and why it matters. “…employees get a great deal of satisfaction and energy when their supervisor thanks them for what they’ve done and explains to them what a difference they’ve made for them personally.” (Lencioni, pg. 233).

Conversely, Influencer tells us that relevance derives from personal motivation to help others. Such as Danny Meyer, the New York restaurateur, who helps employees take satisfaction in going above and beyond when serving customers. Or Biff’s supervisor showing him the importance of cleaning tables after a little girl wiped her hand across a dirty table and then licked her hand. Additionally, Influencer says “…social influence-the deeply felt desire to be accepted, respected and connected to other human beings-really pulls at human heartstrings.” (Grenny, pg.

He goes on to say that people are motivated by the satisfaction of achievement and not necessary monetary compensation. Therefore, it is the manager’s responsibility to help the employee identify the appropriate measurements. “Whatever measurement is used, it’s important that Andy be able to monitor his own success, and that when he leaves his shift, he knows how he performed that day.” (Lencioni, pg. 245).

Where Influencer points out that structural motivation and ability are strategies for measuring success. Rewards and punishment are implemented to encourage and discourage behaviors and help the person determine whether or not they have reached the desired outcome. Moreover, changing a person’s space is also a way to measure success. When a person is surrounded by positive behaviors they have no other choice but to change. Being in close proximity to the right behaviors helps people decide if they are reaching their