Nearly twenty years ago, Mike Judge’s comedy about office life at a small software firm, Office Space was released. Though not a box office success, the film has become a cult classic. Its lasting influence can be attributed to a number of factors- a great cast, a fabulous soundtrack- but perhaps the strongest reason for the film’s endurance is how relatable the movie is. It captures the challenges and frustrations many office workers experience with management and presents these situations in a humorous way, but like a lot of great humor, the comedy lies in the tragedy. The reason audiences were able to laugh along- and keep on laughing nearly 20 years later- is the relatability of the utter nonsense that can be office life and the managers put in charge of it. It is certainly true that there are functional, productive and inspiring offices all across this great land of ours, but you don’t need to venture far into your circle of friends to find one who works at a place like the one in Office Space. And while a movie can make us laugh about it, living that reality five days a week is no laughing matter. In fact, it is an absolute shame.
Below are 5 parts of the movie that you may relate to all too well.
- 1. THE TPS REPORTS– The film opens with the boss, Bill Lumbergh confronting Peter, the main character about his failure to accurately file his TPS reports. Peter explains what happens, apologizes and promises not to do it again. Which should be the end of it, but of course it isn’t. The boss can’t help himself and keeps talking about the matter, only to be followed by another boss and yet another who confront Peter about the very same issue.
How this shows up in today’s workplace- Feedback is such a critical part of growth and productivity, but unfortunately, few managers implement it well. Many avoid it altogether, others dwell on mistakes and others still save everything for the annual review. This creates a culture where feedback is dreaded and staff feel criticized and patronized.
How to avoid this in today’s workplace- Feedback should be given professionally and consistently. Feedback includes what is going well and what needs to improve. At its core, the purpose of feedback should be to increase performance and growth. It should not be used to belittle or embarrass someone or remind them of the power differential. Once a situation has been addressed and remedied, there is no reason to bring it up again. And again and again and again. Situation remedied- no need to rehash it. Once the TPS reports are on point, keep it moving.
- 2. THE 8 BOSSES– As Peter explains to the consultants (“The Bobs”), he has 8 different bosses, so when something happens, as with the TPS reports (see #1), he has to hear about it 8 different times. In an organization of more than two people, this situation is all too common.
How this shows up in today’s workplace- As I was writing this post, a friend called to complain about a situation at work where one boss is praising him for the very same thing his other boss is reprimanding him for (I kid you not.) Many staff have multiple layers of bosses and often these bosses are not on the same page. As a result, staff receives mixed messages which makes work challenging if not absolutely maddening.
How to avoid this in today’s workplace- Eliminate unnecessary levels of management. In cases where multiple levels are necessary, be clear about the roles of each manager and who communicates with each staff member about what. Most staff are welcome to feedback but receiving the same feedback over and over again or worse still receiving conflicting feedback is unproductive and unfair.
- 3. THE FLAIR– This takes place outside of an office setting, which goes to show that poor management can happen anywhere. Joanna, Peter’s object of affection, works at a TGIF-type restaurant that requires her to wear 15 pieces of flair. After being confronted by her boss, Stan, for wearing less than the required number of pieces of flair, she rectifies the situation only to be confronted once again. It went like this:
STAN: I need to talk about your flair.
JOANNA: Really? I have 15 buttons on.
STAN: Well, ok, 15 is minimum, ok? Now, it’s up to you whether or not you want to just do the bare minimum. Well,like Brian, for example, has 37 pieces of flair. And a terrific smile.
JOANNA: Ok. Ok, you want me to wear more
STAN: People can get a cheeseburger anywhere, ok? They come to Chotchkie’s for the atmosphere and the attitude. That’s what the flair’s about. It’s about fun.
JOANNA: Ok. So, more then?
STAN: Look, we want you to express yourself, ok? If you think the bare minimum is enough, then ok. But some people choose to wear more and we encourage that, ok? You do want to express yourself, don’t you?
AND THEN LATER
STAN: Joanna? We need to talk. Do you know what this is about?
JOANNA: My, uh, flair.
STAN: Yeah. Or, uh, your lack thereof. I’m counting and I only see fifteen pieces. Let me ask you a question, Joanna. What do you think of a person who only does the bare minimum?
JOANNA: Huh. What do I think? Let me tell you what I think, Stan. If you want me to wear thirty-seven pieces of flair like your pretty boy Brian over there, then why don’t you just make the minimum thirty-seven pieces of flair?
How this shows up in today’s workplace- Some managers have a really hard time saying what they mean. And/or they set expectations but then silently (or not so silently) chastise you for not exceeding them. When staff don’t know what is expected of them or if those expectations keep changing, we have put them in an impossible situation.
How to avoid this in today’s workplace- Be clear- crystal, objectively, no room for interpretation clear- when it comes to the goals and expectations for your staff. Use these goals to guide supervision meetings and guide performance reviews. If there is a performance issue, use these in your performance plans. Make sure you and your staff are on the same page about what is expected and that you have the same understanding about what reaching those goals looks like. Check in regularly. Rinse and repeat.
- 4. HAWAIIAN SHIRT DAY– During a particularly mundane staff meeting, the boss announces that going forward, Fridays will be Hawaiian shirt days. The staff have no reaction whatsoever. It is intended to be a perk for employees, but as it turns out, it is a perk nobody wants. Sound familiar?
How this shows up in today’s workplace- Managers are constantly looking for surface-level ways to make the office a more enjoyable place. This shows up as Hawaiian shirt day, a holiday luncheon, bagel Fridays, the company talent show… lots of variations. Same idea.
How to avoid this in today’s workplace- Listen to an involve staff in how they would like to feel appreciated. You may be surprised to know it is rarely any of the items listed above. Instead, most staff want to feel appreciated and valued through praise, empowerment and money. Bagel Fridays are a nice touch but they can never substitute for feeling that your work matters and is noticed.
- 5. PETER’S PROMOTION– After Peter undergoes a mental awakening, he decides that he does not want to work at his company anymore, but he does not want to quit either. So he begins to blatantly slack off, coming in late or not coming in at all. When he does come in, he plays Tetris while wearing flip flops and eating Cheetos. Instead of getting fired, he gets promoted. And who gets let go instead- his two hard-working, high performing colleagues, Michael (Bolton!) and Samir.
How this shows up in today’s workplace- Often it is not the hardest working or highest performing person who gets the job,the promotion or the praise. It is often the one the boss likes the most. Or has a personal tie with. You know how during presidential elections, voters talk about who they want to have a beer with- this holds true in organizations too.
How to avoid this in today’s workplace- Of course we want to like and enjoy the people we work with, but as managers, we are responsible for the bottom line and should choose the best people to help us with that bottom line. Hiring, developing, recognizing and retaining the best talent is not easy but it is a major component of a manager’s responsibility. The strongest managers are able to put their personal feelings aside for the betterment of the team and the company.
The representation of management in Office Space may seem farcical or purely comedic, but unfortunately, the real genius of the comedy is in its relatability. Everyone who has ever worked anywhere has stories about the ineffective, foolish or downright mean ways their managers have behaved. As managers, we need to do better. Managing is hard and takes a lot of time and effort to do well and as long as we remain in management, it is our responsibility to keep working at it. Don’t be a Bill Lumbergh. Don’t be a Stan. Be the type of manager where your staff can watch Office Space and say, thank goodness I don’t work for someone like that!
4 Responses