The Weary Workplace Warrior

I can make a calculated guess that many of us have been or have known a workplace warrior.  This person usually comes in early, stays late, takes work home, volunteers for every stretch project mentioned or thought of in the workplace. The workplace warrior rarely says no unless their “no” is preceded by a lunch invite or after dinner drinks because they are juggling so many work related priorities – and most likely personal obligations.

The workplace warrior is so engrossed in work; they miss the world wind of change that is blowing around them.  One major change that has a direct impact on workplace warriors is organizational layoffs aka reduction in workforce (RIF).  The workplace warrior is completely unaware until the mandatory, urgent invite is sent at 10:00am for a 10:30am call.  The workplace warrior is told the team is being cut in ½, but the workplace warrior still has a job or 2 or 3 by the end of the call.

Organizational downsizing and layoffs have increased over the past 15-20 years as the go-to cost management tool.  The effects are experienced by departing and surviving employees in some way.

Although organizations use downsizing to increase profits and gain efficiencies, the results of the organization’s actions may actually cause a decrease in efficiencies and productivity before expected results are realized.  The continued use of downsizing has altered or destroyed employee trust and the unwritten psychological contract with employers.  Employees who remain in an organization after a layoff are just as vulnerable as those let go.  Remaining employees may develop survivor’s syndrome – becoming weary workplace warriors. 

Weary Workplace Warriors experience a grieving process with internal psychological and emotional stressors that include anger, mistrust of management, fear, and even guilt.  An extreme counterproductive behavior is aggression, which may begin subtly as passive aggression.   Although weary workplace warriors remain employed, there is a personal and organizational cost to pay.  However; there are proactive strategies to mitigate the personal and professional risks of having weary workplace warriors.  A few strategies to manage and lead weary workplace warriors include:

1.       Admitting these types of employees exist

2.       Acknowledging the difficulty in managing a larger workload

3.       Addressing counterproductive behavior without confrontational tactics