How To Deal With The Real Reasons for Unhappiness At Work

As a manager, it’s important to recognize that while it isn't solely your responsibility to ensure everyone is happy in the workplace, the impact of unhappy employees on productivity, engagement, and overall succe is significant. To unpack the real reason people are unhappy at work, I spoke with Dr. Te a West, a profe or of psychology at New York University. Turns out the factors that matter often go much deeper than surface-level i ues like compensation or commute time. 

In this article, we’ll explore the underlying psychological factors contributing to employee unhappine and discu strategies managers can implement to help their teams thrive.

ROOT CAUSES OF UNHAPPINESS AT WORK

It's easy to attribute workplace di atisfaction to obvious factors like a difficult bo or an annoying coworker. However, Te a emphasizes that many employees are unhappy for deeper, more psychological reasons—reasons that are often overlooked. Much like in romantic relationships, feelings of underappreciation, identity crises, and complex emotional experiences can trigger unhappine at work. These i ues are rarely addre ed because they are harder to recognize and often require a deeper self-examination to identify.

NOTICE WHAT’S REALLY GOING ON

One of the most critical aspects of managing workplace happine is helping employees develop self-awarene about their feelings and triggers. Te a suggests that employees predict what will stre them out at the beginning of the day, document what actually does, and then compare these observations over time to identify patterns. Surprisingly, she notes that what really grates on people is not what they initially expect.

This proce of self-reflection allows employees to uncover the real sources of their stre , whether it’s overwhelming tasks, feeling bored, or interpersonal i ues with colleagues. As a manager, encouraging this kind of self-a e ment can be an effective way to help employees take control of their happine and begin to addre the root causes of their di atisfaction.

YOU ARE NOT YOUR CAREER

In America, it’s common for your identity to be deeply intertwined with your career, often to an unhealthy extent. Te a explains how many people become so identified with their jobs that their self-worth is directly tied to their work performance. This can create a dangerous situation where employees feel trapped in jobs that no longer satisfy them, leading to burnout and chronic unhappine .

Managers need to recognize the signs of this unhealthy attachment. Employees who are overly identified with their work may experience emotional roller coasters—feeling ecstatic when they succeed and devastated when they fail. These emotions spill over into their personal lives, putting everyone at the whim of their daily performance. 

LOOK FOR THE RED FLAGS

As a manager, it’s crucial to be aware of the red flags that may indicate an employee is struggling with deeper i ues of unhappine . 

Te a notes that employees experiencing an identity crisis or deep unhappine at work may exhibit behaviors that suggest they are trying to prove something to themselves or others, rather than genuinely enjoying their work. 

For example, employees who never say no and always agree to take on more work may be trying to mask their unhappine by staying busy. Similarly, those who avoid discu ing their struggles or concerns may be reluctant to admit that they are not as satisfied as they appear. 

These behaviors should be addre ed promptly to prevent burnout and disengagement. Te a recommends we encourage our team members to voice their concerns and feelings, even if it means having uncomfortable conversations. This approach not only helps to identify i ues early on but also builds a culture of trust and transparency.

ADDRESS UNHAPPINESS AT WORK HEAD ON

What should you do if you discover that an employee is genuinely unhappy? Te advises that managers should be willing to have explicit, honest conversations about the employee's di atisfaction. It's important to understand whether the i ue is something that can be addre ed within the current role or if it indicates a deeper misalignment that might require a more significant change.

In some cases, the best course of action may be to help the employee find a new role that better suits their needs and aspirations. While this may seem counterintuitive, it demonstrates a commitment to the employee's well-being and can ultimately lead to a more engaged and productive workforce. Being a supportive manager means prioritizing the long-term happine and succe of your team members, even if it means helping them move on to new opportunities.

It’s easy to focus on the more tangible aspects of employee satisfaction—like compensation, workload, and work environment. However, the real causes of unhappine often lie deeper and require us to be honest with ourselves. It’s not always easy, but by taking a proactive and empathetic approach, you can create a work environment where employees feel valued, supported, and genuinely happy in their roles

Keep up with Te a West:

• Take Te a’s career quiz here

• Learn more about her research here

• Grab a copy of Te a’s Job Therapy book here

Guest Bonus: Book Giveaway: FREE 10 Copies of Te a’s Job Therapy

Te a is giving away 10 copies of her latest book Job Therapy: Finding Work That Works For You. This book helps you figure out the real reason you're unhappy and shows you how to find a new position in which you'll thrive, whether in a different role, company or new industry altogether. 

You must be a member of Podcast+ to enter the drawing and do so before Friday, August 31.

Get this guest bonus and many other member benefits when you join The Modern Manager Podcast+ Community.

---------------------

The Modern Manager is a leadership podcast for rockstar managers who want to create a working environment where people thrive, and great work gets done.

Follow The Modern Manager on your favorite podcast platform so you won’t mi an episode!