Monday Mentor Week 24-The Why Bother Phenomenon

In about twenty years of consulting and training work, we have documented an incredible phenomenon related to the lack of positive feedback in working environments. It is the “Why Bother” phenomenon.



Basically, what happens is that a team member does something well and the leader does not acknowledge or appreciate the activity. The first time around, there is not much harm because intrinsic motivation and pride will drive the team member to do well again. Unfortunately by the second or third time with not acknowledgement, thanks or reasonable belief that any appreciation is coming, the team member will develop a “why bother” approach and begin performing at minimum or worse levels.


This phenomenon also occurs when a leader is seen only in the role of critic in chief. The only time we hear from the boss is when something is wrong or she always tells people how to do it better so, “why bother.”


“Why bother” can become pervasive in workplaces and organizational culture when there is no expectation for positive feedback. It is very common when a leader ascribes to the “I pay them to do a good job” or “I expect them to do a good job” or the “when they don’t see me they know they are doing well” philosophies. Arcane and fatally flawed, you can’t produce replicated good performance through ignoring people.


Another contributor to “why bother” is the systems used in place of human interaction positive feedback. Annual performance reviews, employee of the month plaques and bonus checks have value but do not come close to the immediate reinforcement needed reproduce good performance.


As a leader, if you want to jump start the performance of team members or recharge an entire work group that you think is under-achieving, positive feedback can cure the “why bother” phenomenon quickly and re-motivate team members.

Training Journal: Staff performance can be boosted a third through improved management says business guru

Businesses willing to improve their management practices could increase the performance of their staff by up to a third, according to Chris Roebuck (pictured), a talent manager who has worked in organisations as varied as London Underground and HSBC.

The ex-British Army soldier was speaking at The People Strategy Forum 2009 yesterday and said many CEOs were missing an opportunity to improve their bottom line and position themselves well for the upturn.

Read the Article at: http://www.trainingjournal.com/news/2435.html#