Numbers & Nurture

An Intro to Concern Capacity

In the world of work, there’s a critical attribute that sets top employees apart: Concern Capacity. This term encapsulates the extent to which an employee cares about their work and how much the organization empowers them to translate that concern into meaningful action. It’s the secret sauce that distinguishes struggling team members from the all-stars, and it’s the key to building high-performing teams.

Remember the iconic scene from the 1999 film “Office Space,” where Stan, the Chotchkie’s Manager, begs Joanna for more flair? That scene perfectly illustrates the futility of trying to force genuine concern and engagement. Just like Joanna’s rebellious response, employees in a low Concern Capacity environment might do the bare minimum, but they won’t go above and beyond to make a real difference.

Stan: We need to talk about your flair.

Joanna: Really? I… I have fifteen pieces on. I, also…

Stan: Well, okay. Fifteen is the minimum, okay?

Joanna: Okay.

Stan: Now, you know it’s up to you whether or not you want to just do the bare minimum. Or… well, like Brian, for example, has thirty seven pieces of flair, okay. And a terrific smile.

Joanna: Okay. So you… you want me to wear more?

Stan: Look. Joanna. People can get a cheeseburger anywhere, okay? They come to Chotchkie’s for the atmosphere and the attitude. Okay? That’s what the flair’s about. It’s about fun.

Joanna: Yeah. Okay. So more then, yeah?

Stan: Look, we want you to express yourself, okay? Now if you feel that the bare minimum is enough, then okay. But some people choose to wear more and we encourage that, okay? You do want to express yourself, don’t you?

Joanna: You know what, Stan, if you want me to wear 37 pieces of flair, like your pretty boy over there, Brian, why don’t you just make the minimum 37 pieces of flair?

Stan: Well, I thought I remembered you saying that you wanted to express yourself.

Joanna: Yeah. You know what, yeah, I do. I do want to express myself, okay. And I don’t need 37 pieces of flair to do it.

[flips off Stan] 

Office Space (1999)

This masterclass in cinematic history is a great example of how asking for more ‘positive attitude’ just doesn’t work. You can try to be like Stan begging for more care for the flair, but you will likely get the same poor results: a middle finger in your face.

“Concern Capacity”

It’s a combination of two crucial components:

1. Investment Intensity: This refers to an employee’s personal commitment to the end user’s experience. It’s about caring deeply about the quality of the code and the product they’re creating, rather than just trying to move tickets in a sprint. Some people naturally thrive in this area, while others struggle to muster that level of investment.
2. Engagement Echo: This is the organization’s ability to not just listen to employee concerns but to actively respond to and act upon them. It’s about creating a culture where feedback is valued and used as a catalyst for improvement. When an employee raises a concern, a high Engagement Echo organization provides the resources, time, and support needed to turn that concern into constructive action.

For example, imagine an employee notices a critical gap in a product feature. In a high Engagement Echo environment, the organization would take this feedback and quickly mobilize to address the issue, involving the employee in the solution process. This not only leads to a better product but also reinforces the employee’s sense of Investment Intensity.

On the flip side, when concerns are consistently ignored or dismissed, employees start to withdraw their efforts and insights. They become like Joanna, wearing just enough ‘flair’ or doing just enough to not get noticed, but not enough to make a real impact.

It’s important to note that Investment Intensity isn’t static. It fluctuates with real-life events and natural motivational cycles. Managers need to be attuned to these fluctuations and provide support when needed.

Two common challenges that can erode Concern Capacity are:

Lost Interest: Sometimes, despite a promising start, an employee’s engagement begins to wane. They stop raising issues and seem disengaged. At this point, trying to force more flair is unlikely to work. Instead, it’s important to have an honest conversation and, if necessary, make the hard decision to move on.

Burnout: Top performers can burn out and need a reset. As a manager, it’s crucial to understand that timelines aren’t always linear and to provide the necessary support during these periods.

Fostering a high Concern Capacity is essential for building strong, proactive teams. It’s not about the number of hours worked or meetings attended; it’s about the depth of engagement and the quality of the contribution. As a manager, your role is to create an environment where employees feel heard, valued, and empowered to turn their concerns into meaningful improvements. By nurturing Investment Intensity and providing a strong Engagement Echo, you can unlock the true potential of your team.