Singaporeans, can you be bothered?

Despite the good things in Singapore, we still have one of the lowest employee engagement around the world. America has 29% engagement; the global engagement average is 13%; Singapore only has 9% engagement.

This means that out of 100 people, only 9 are actively psychologically committed to their jobs and likely to be making positive contributions to their organisations (Gallup, 2013).

At the same time, our working hours are one of the longest amongst the developed countries. Germans work 1411 hours/year, Americans 1758 hours, and Singaporeans 2409 hours.

Despite the longer hours, our productivity is in the lower range – our GDP per hour worked is US$41/hour compared to US$55.30/hour in Germany (Channel News Asia, 2014).

This data tells us Singaporeans work longer hours but are less productive and engaged. This is a worrying sign.

To survive and thrive, we need to continuously reinvent ourselves but can we do that with low engagement? How will the next 50 years of Singapore be like if the low engagement continues? Will we continue our track record?

Can we be bothered?

In my workshops, I ask participants, can we be bothered to:

• Tell our boss that his idea won't work and we have a better one?
• Tell our customers a better way when they insist on their own?
• Improve or simplify a process that is cumbersome?
• Challenge our colleagues on their outdated thinking?
• Go against policies because something else makes better sense?
• Try something new that has no guarantee of success?
• Advocate for a new idea that goes against the current norms?
• Tell a colleague his blind spot so he can improve?
• Ask our staff how they are doing in their work and life?
• Find out their career aspirations and nurture them?

Typically I hear groans followed by knowing nods amongst the participants in response to these questions. We know what we are talking about or what we should do but we also know it is easier to just “go along”, don’t make so much trouble (for ourselves and others), and tread along the predictable path.

It takes more effort and is riskier to ‘bother’. After all, we are very busy tossing many balls in the air.

So why bother?

To act on the above requires us to be engaged and alive in our work. I draw on the work of Dr David Hawkins, who calibrated the levels of Human Consciousness using the behavioural kinesiology method, to outline the different perspectives we take to our work.

Starting from the lowest level, we can approach work from:

1. Ambivalence: I have no choice, I need to work.
2. Self-interests: I need to protect my interests.
3. Pride and desire: I take pride in my work and want to be regarded positively.
4. Curiosity: I like to try and create new things.
5. Self-accountability: I am accountable for whatever happens.
6. Love: I act out of care for the people involved.
7. Contribution: I act in service of the greater good unconditionally.

Be honest with yourself, what is your perspective towards your work? Pick one from above. There is no right or wrong answer, but the higher your perspective towards work, the more engaged you are and the bigger and more positive is your impact.

When we take pride in our work, or are curious about creating something or care about the well-being of the team or organisation, the more we will be engaged and muster the energy to bother.

Finally, in my reflections over National Day, my hope is that we can emerge from taking the safe path to care enough to tread the unpredictable but better way, strive for excellence in what we do, and to care for one another so that we can create the next golden 50 years together.