4 Reasons People Don’t Enjoy Work

Drucker said, “A man (person) should never be appointed to a managerial position if his vision focuses on people’s weaknesses rather than on their strengths.”

“… the defining characteristic of the very best teams at Deloitte is that they are strengths oriented.” (HBR)

What if you saw strength in the people around you?

“Performing organisations enjoy what they’re doing.” Peter Drucker

4 reasons people don’t enjoy work:

  1. They constantly think about what’s wrong. Some people don’t enjoy anything. They need an attitude adjustment.
  2. They feel powerless to make things better.
  3. Ineffective management practices are beating the joy out of work.
  4. They need a different job. They aren’t suited for their current role.

Some managers and leaders would be lost if you told them they couldn’t focus on weaknesses.

Show up today with three new questions.

  1. What are you good at?
  2. What do your strengths tell you to do next?
  3. How can you do more of what you enjoy?


The word feedback reeks of weakness. The whole point of giving feedback seems to be telling people how bad they suck.

Yes, when employee behaviors hinder their success or hold teams back, they need to be told. But changing ineffective behaviors is more about developing strengths than fixing weaknesses.

Just for today, give feedback on what’s working.

Fuel performance:

  1. Choose coaching over directing.
  2. Have regular check-ins. Weekly is optimal. Make them short and driven by employees.
  3. Notice when people are at their best.
  4. Honor character, progress, as well as results.

What might managers and leaders do today to practice a strength-based focus?

Which of the ‘new’ questions would work for you today? What questions might you add?