Employee

Athletes will tell you that working out is not the most important part of training. Recovery is the number one cause of athletic injuries is the lack of recovery time between training sessions.

Let me repeat this because it’s so counterintuitive—recovery is more important to athletic performance than training is. Your body needs to rest and repair between periods of exertion. By not letting each of the muscle groups rest, a person will reduce their ability to repair. Insufficient rest also slows fitness progression and increases the risk of injury.

Possible Preaching Angle:

This a physical expression of a reality that applies to your heart and soul in serving Christ as well. We could probably predict who’s going to burn out and who’s not by looking at their recovery practices. But most people don’t take their recovery seriously. They’re simply shocked and heartbroken when their soul suddenly gives out. How will you build recovery into your life? What’s your plan?

Longstanding workplace issues such as mistreatment, the normalization of toxic behavior, and a lack of accountability for workplace culture have fueled a growing trend known as revenge quitting.

This phenomenon, on the rise since the 2000s, sees employees leaving their jobs not just for better opportunities, but as a form of protest and self-preservation against unfair treatment.

When employees resign as a final act of protest against toxic workplace conditions, the impact on organizations can be significant. One of the most obvious consequences is financial loss. The abrupt departure of employees also sends a powerful message to remaining staff, potentially leading to decreased morale, trust, and engagement.

High-profile cases of revenge quitting can also damage an organization’s reputation, affecting customer relationships and investor confidence.

Finally, revenge quitting can have lasting consequences on workplace culture. If the toxic behavior that caused the resignation remains unaddressed, remaining employees may become disengaged, leading to a decline in work quality.

Research has found that when employees feel a genuine sense of belonging, they are more engaged and loyal, they produce more innovative solutions, and they are more reliable and productive.

Possible Preaching Angles:

1) Employees – Respect; Testimony - It is certainly permissible for a Christian to quit an incompatible job and look for other work. But let us be sure to leave an employer with a good testimony after giving proper notification of quitting (Rom. 12:18; Eph. 6:5-8; 1 Tim. 6:1-2); 2) Church ministry - Does any of this sound familiar in a church setting when people quit attending? Here are several biblical principles that might apply as antidotes: Respect and Integrity in Leadership - (Matt. 23:11; 1 Tim. 3:1-13); Accountability (Matt. 18:15-17; Acts 15:1-29); Promoting a Culture of Belonging, Harmony, and Unity (Psa. 133:1; Rom. 12:16; Eph. 4:3).

You may think you have the worst job in America—but are you always on call and facing a deadline, working in a high-stress environment, all for very little pay? Do you routinely work outdoors on the hottest and coldest days of the year? Does your work constantly put you at risk of severe injury or death? Is there no opportunity for skill development? If not, you probably don't have one of the worst jobs."

Using a complex algorithm that measures salary, job outlook, work environment, and stress (like the stress of slicing your hand off, being kicked by a cow, or getting crushed by a falling pine tree), they ranked the jobs from best to worst.

Here are some of non-dream jobs that were on the list of the lowest-ranked jobs in America:

#15 - Butcher

#14 - Coal miner

#13 - Janitor

#12 - Dishwasher

#11 - Roofer

#10 - Meter Reader

#09 - Dairy Farmer

#08 - Oil Rig Worker

#07 - Security Guard

#06 - Lumberjack

#05 - Telemarketer

The four worst jobs in the US in 2024, ranked in descending order #4 to #1:

#04 - Waiter

#03 - Hospital Orderlies

#02 - Welder

#01 - Assembly worker

Possible Preaching Angles:

Work; Vocation; Career — (1) Start a sermon or sermon series on work by using this illustration to stress that all jobs have challenges, but some jobs have more challenges than others. (2) Talk about finding dignity and satisfaction in our jobs even if they aren't glamorous, since most of us aren't in the top-ranked jobs. (3) Be thankful for your job and grateful for people who provide services we need. After all, you probably don't have to worry about a tree falling on you.

Research reveals that Gen Z employees aren't fooled by the "compliment sandwich" approach to feedback. While this technique aims to soften criticism with praise, it can often backfire. Young people are more concerned with whether they're perceived as competent than with receiving positive reinforcement. They crave genuine validation and respect, not patronizing compliments.

The compliment sandwich is meant to create an atmosphere of safety and security. But if the praise is for something seemingly unimportant, it won’t address a young person’s fears of unworthiness. Rather, it may be seen as condescending, which can confirm anxieties about being seen as a rube. Studies show that young people are especially hungry for signs of social status and respect, so they are especially insulted when they sense they are being talked down to.

There is, in fact, a simple but effective solution. Instead of the baloney sandwich, consider "wise feedback." This approach involves delivering honest, constructive criticism with an underlying belief in the individual's potential. By framing feedback as a tool for growth, you can help young people overcome their fears of inadequacy and strive for excellence.

Possible Preaching Angle:

The Apostle Paul is a great example of putting this principle into practice in the church. He was honest about both the strengths and weaknesses of the people he addressed without flattery. His criticism is always motivated by love for people. He always offered hope for the future, encouraging them to change and grow.

A recent article in The Wall Street Journal notes that “Fake Job Postings Are Becoming a Real Problem.” The article details how these fake postings are crushing the spirits of job seekers:

It’s a common feeling when looking at a job listing online: the title is perfect, the pay is right, and the company seems like a solid place to work. But you also wonder if that job is real.

Lots of job seekers have a story about the postings that linger online but never seem to get filled. Those so-called ghost jobs—the roles that companies advertise but have no intention of filling—may account for as much as one in five jobs advertised online.

The [fake] listings are dispiriting for workers, leading many to distrust potential employers and make a difficult process feel rigged against them. ‘It’s kind of a horror show,’ said one job site search business. ‘The job market has become more soul-crushing than ever.’

Possible Preaching Angle:

In the same way, the lies of the world, the flesh, and the devil can crush our souls with false promises and expectations.

There’s nothing spooky about ghostworking. The newly coined term describes a set of behaviors meant to create a facade of productivity at the office, like walking around carrying a notebook as a prop or typing random words just to generate the sound of a clacking keyboard.

Pretending to be busy at the office is not something workers recently invented, of course, but it appears to be reaching critical mass. According to a new survey, more than half of all U.S. employees now admit to regularly ghostworking.

According to the report, the results show that 58% of employees admit to regularly pretending to work, while another 34% claim they do so from time to time. What might be most striking are some of the elaborate methods workers use to perform productivity. Apparently, 15% of U.S. employees have faked a phone call for a supervisor’s benefit, while 12% have scheduled fake meetings to pad out their calendars, and 22% have used their computer keyboards as pianos to make the music of office ambiance.

As for what these employees are actually doing, in many cases it’s hunting for other jobs. The survey shows that 92% of employees have job searched in some way while on the clock, with 55% admitting they do so regularly.

The ongoing return-to-office resurgence has left many employees feeling like they’re working inside of a fishbowl, performing for the watchful eye of employers. Employees sensing a greater need to broadcast that they’re getting work done. So ghostworking is a performance. It involves actively projecting an appearance of busyness without actually engaging in meaningful work.

Possible Preaching Angles:

1) Diligence; Employees; Sincerity - Scripture encourages believers to work wholeheartedly, not just for human approval, but as if working for God; 2) Hypocrisy - The act of ghostworking is a kind of hypocrisy—projecting an image that does not match reality.

Imagine a savvy organization that does a leveraged buyout and buys a company, and the company is losing money. It's awash in red ink. What does the company do? The takeover buyer knows that this company that it's bought is just full of incompetent management. Management stinks from top to bottom.

So, what do you do? Fire them all? Block them out? Put in new people? Is that illegal? No, the buyers have that right. Is that impractical? No, they have the power. It's smart.

In the biblical story God comes to us. Because he's powerful, he's got the right to blot us out. Why? Because look at the world. It's incompetent. Morally incompetent from top to bottom. He's got the power, so it's not impractical. He's got the holiness. He's got the right, but thank goodness he's also got the mercy, because if he was just powerful and holy, he would do what any good company would do who has just bought out another company that's incompetent. Every head rolls. Fire them all! They have the right; they have the power. It's the smart thing to do. But God's also merciful, so he will restore us. He will redeem us. He'll cut the head off of our sin instead of cutting the head off of our bodies and that's the reason…the hymnwriter said, “for his mercies endure, ever faithful, ever sure.”

For young professionals today, work is no longer just something they do for a paycheck; it has become one of the primary spheres of meaning in their lives. For those who pursue a vocation, work is a way of leading a purposeful life and making a mark on the world. For those still going to the office, work is where people find others to talk to and, if they’re lucky, people who care about the same things that they do. Often, it’s where people fall in love.

Above all, it’s how many people in the middle and upper-middle classes define their value and sense of purpose: it is against the standards of their professions that people measure their level of success and personal growth. And it is in a large measure on the social status of their professions that they base their self-worth.

Because work has become so central to people’s identities, self-esteem, and social lives, it is easy to lose sight of its many dry demands. For full-time employees, work takes most of our waking hours. And for whole swaths of highly skilled white-collar workers, the willingness and ability to give more and more time to their careers has become a professional virtue in itself.

Yuta Sakamoto was exhausted from selling home-improvement projects, including the boss’s demand that he help clean up at renovation sites on weekends. One day, he mustered his courage and announced he wanted to quit. But his boss warned him he would be ruining his future, and Sakamoto shrank back.

Then a friend proposed a solution. Sakamoto didn’t have to confront the boss again—he could hire someone to do it for him. After sending $200 and his case details to a quitting agency, he was finally a free man.

“I would have been mentally broken if I had continued,” says 24-year-old Sakamoto, who found a new job as a salesman at a printing firm.

A labor shortage in Japan means underpaid or overworked employees have other options nowadays. The problem: this famously polite country has a lot of people who hate confrontation. Some worry they’ll cause a disruption by leaving, or they dread the idea of co-workers gossiping about what just transpired in the boss’s office.

Enter a company called Exit. Toshiyuki Niino co-founded it to help people quit after experiencing his own difficulties in leaving jobs. “Americans may be surprised, but I was too shy or too scared to say what I think,” says Niino, 34. “Japanese are not educated to debate and express opinions.” Exit now handles more than 10,000 cases a year in which its staff quits on behalf of clients.

Possible Preaching Angles:

There are several approaches you might take with this story: 1) Fear and Courage – Learning how to overcome fear with faith and courage (2 Tim. 1:7); 2) Work Ethic – Finding a career that fits with our skills and well-being (Col. 3:23); Wisdom and Guidance – Sakamoto’s friend suggesting the use of a quitting agency illustrates seeking counsel from others when making decisions (Prov. 11:14).

20-year-old James Clarkson works as a gas engineer trainee in North England, and has no plans of stopping. Of course, it would be unusual for any person to consider retirement at 20. But Clarkson has options many people don’t have, because he recently won a lottery jackpot worth £7.5 million (about $9.2 million in U.S. dollars).

Clarkson is from Carlisle near the Scottish border. He was staying at his girlfriend’s house when his phone notified him via the National Lottery app that he’d won the UK National Lottery Christmas Day drawing.

Clarkson said, “News spread fast and we all ended up celebrating later at my grandma’s and grandad's with a roast beef dinner and champagne.”

But by Monday morning, he was back at work as usual. He said, “I need to have a purpose in life, plus Dad wouldn't let me not work anyway.” Clarkson believes it’s important to have a reason to get up in the morning. “I know people might think I'm mad to still work, but I want to. And, of course, there'll be some nice holidays in between.”

Possible Preaching Angle:

God designed us to find meaning and purpose in our work. An occupation is much more than just a means for earning a living.

By the time they have turned eighteen, most Americans will have moved at least twice. Most thirty-year-olds will have moved six times. By the end of our lives, most of us will have pushed that number up to eleven. This highly mobile way of life is mirrored in our career habits as well.

The average American worker holds ten different jobs before the age of forty, and this job transience is only expected to increase in the years ahead. Add to these the slew of life changes such as college or vocational training, marriage, and having children, and it becomes clear how many different phases our lives actually have. For all of us there is only one thing that remains the same—the fact that nothing does.

There is a reason God gave us the Sabbath rest. We need it. We were not created to work seven days a week. Yet, that is where we are headed as a culture, especially since COVID-19, and this is not a good thing.

Technology tethers us to our work through smartphones and “productivity” apps such as Slack and Teams. The majority of workers regularly check their email on their smartphones, which never leave their side, even after work hours or on vacation. The rise in remote work means work and family spheres are no longer separate, blurring the boundaries between work and home. Or as Andrew Barnes, cofounder of 4 Day Week Global, said, “We’re not working from home, we’re sleeping in the office.” This is our new world of work.

Our relationship with work is becoming increasingly unhealthy. Levels of burnout and stress are at all-time highs. Even before the pandemic, the World Health Organization called stress the “health epidemic of the 21st century.” What is a major source of that stress? Our jobs.

COVID-19 exacerbated this problem. During the pandemic, workdays became longer—in the United States, the average workday is now three hours longer; and in the United Kingdom, France, Canada, and Spain, it’s two hours longer. But more than that, we have gotten used to working outside traditional work hours.

The church and small groups can learn something from a Swedish tradition called Fika. Pronounced “fee-kah,” the Swedish culture of breaking for coffee involves a deliberate pause to provide space and time for people to connect.

In Sweden, work life has long revolved around fika, a once- or twice-a-day ritual in which colleagues put away phones, laptops, and any shoptalk to commune over coffee, pastries, or other snacks.

Swedish employees and their managers say the cultural tradition helps drive employee well-being, productivity, and innovation by clearing the mind and fostering togetherness.

Many Swedish companies build a mandatory fika into the workday, while the Embassy of Sweden in Washington holds one for staff weekly. IKEA extols the virtues of fika: “When we disconnect for a short period, our productivity increases significantly.”

“Fika is where we talk life, we talk everything but work itself,” said Micael Dahlen, professor at the Stockholm School of Economics. The ritual helps drive “trivsel,” he says, a term that means a combination of workplace enjoyment and thriving. The concept is so fundamental to Swedish workplaces that many companies in Sweden have trivsel committees.

According to Business Insider, a big turn off for Gen-Z workers is what workplace experts call “a double bind.” Jeanie Chang is an expert on mental health in the workplace, and she defines it as “giving two or more contradictory messages at the same time.”

For example, claiming to value work-life balance by insisting workers are off their computers by 6pm, while at the same time supervisors routinely send messages after hours. Or when a job advertises unlimited paid time off, but workers are routinely denied PTO requests. Chang says that many Gen-Z workers use another name to describe the practice: “corporate gaslighting.”

As a member of Generation X, Chang doesn’t exactly blame managers for their double-bind habits. She thinks that many of them had the same practices modeled for them in their younger years, and just assumed that’s how work has to be. “People my age and up didn’t talk about mental health,” said Chang. She said that many of her coworkers adopted a survivalist mindset in order to battle burnout and fatigue, but they didn’t understand what was happening since they didn’t have the same common language to describe it.

By contrast, many Gen-Z workers adopt what Chang calls “a thriving mindset.” If they perceive that the company is an impediment to their happiness, many of them will quit, even without a backup plan in place.

“At the end of the day, you can't blame those older folks because they don't know what that is. So, it's a learning curve, but all sides have to be open. No one generation is better than the next.”

Possible Preaching Angle:

Business; Church Staff; Volunteer Recruitment; Volunteers - Whether managing people in an office, or working with volunteers in a church, leadership must be clear about their expectations and open about the amount of time and effort that is expected and not take advantage of workers.

Lack of transportation is an obstacle many homeless people face in rural areas without public buses as well as in big cities designed for cars. Without a bicycle or a friend with a vehicle, the homeless are stranded, sometimes unable to pick up prescriptions, go to food pantries, or hold down a job.

Enter Roberta Harmon, a street minister recognizable by her white heart-shaped glasses and fiery red hair who fixes up old bicycles for homeless people who need them to get to jobs. Harmon has given out roughly 1,000 bikes. She has also worked with volunteer mechanics for eight years—scavenging rummage sales and garbage bins on bulk pickup days and building bikes with salvaged parts. The police department also donates lost or unclaimed bicycles it recovers to her.

Harmon said, “We realized that people could get a ride to the interview but then once they got the job, the rides dried up. So how were they supposed to keep their jobs?”

She learned her mechanic skills on YouTube and from growing up poor; in a pinch, she will substitute lip balm for grease, and nest a small tire inside a larger one with screws in it for do-it-yourself snow tires. Her latest project: refurbishing trashed lawn mowers in hopes of starting a landscaping company that can employ people who are unhoused.

“I don’t want to help you stay in a pit,” said Harmon, who adds that many anti-poverty organizations aren’t effective.

Does a pay raise bring happiness? Sometimes it will, but the level of happiness is often tied to how we compare our salaries to others.

According to a story in The Wall Street Journal, people’s happiness with their pay is strongly tied to how it compares with the pay of others around them, say researchers who study compensation. Sometimes, those comparisons rankle.

Executives are more likely to leave their companies if their pay is low compared with other top bosses, according to a 2017 study in the journal Human Resource Management. Comparisons matter closer to home, too. Living in an area where people tend to make more money than you is linked to being less happy.

A 30% raise made Ryan Powell less happy at work. Powell, a 38-year-old finance director for a manufacturer in western North Carolina, received that pay bump in 2022. He had been hoping for more based on the salary information he had heard from recruiters, peers in the industry, and his M.B.A. cohort.

The initial thrill of the raise lasted about three months, he said. “The further I got into it, the more I was realizing that I was anchored to the higher number.”

A lot of things about work that we long took for granted have changed for good, as we settle into our remote and hybrid reality. While many of us are happy for the reduction in long commutes, sad desk lunches, and uncomfortable “business casual” clothes, there are some things we’ll miss.

There is also the importance of office friendships. Having a close relationship with people you work with not only increases your job satisfaction and loyalty, but productivity, as well. And creating and maintaining those relationships is a driving reason so many bosses claimed to want employees back in the office.

But after years of being away from the office, those relationships have eroded or disappeared. The Wall Street Journal reported the percentage of hybrid workers who claimed to have a best friend at work fell from 22% to 17% between 2019 and 2022, perhaps finally signaling the end of the “work spouse” era. While we miss out on having someone to confide in or commiserate with, more people are realizing a difficult truth: Work was never your family.

Companies, when trying to force “fun” activities on their employees as a way to entice them back to work, are seeing that many would rather spend time with their actual friends and families. If the end goal for both bosses and employees has always been a happier, more productive, more engaged workforce, then maybe it’s time we let employees prioritize a healthy disconnection from the office.

Possible Preaching Angles:

Family; Friendship; Church Involvement – This is a good reminder that our first responsibility, and true lasting relationships, are found with our “real families” at home and at church.

After a two-week battle with a sudden fast-spreading infection, Joshua Dean, a former quality auditor at Boeing supplier Spirit AeroSystems, passed away. Dean had recently given a deposition alleging that his firing in 2023 was in retaliation for having disclosed what he called “serious and gross misconduct by senior quality management of the 737 production line.”

The Boeing 737 MAX has a troubled safety record, with high-profile crashes in 2018 and 2019 killing hundreds, and an Alaska Airlines flight in early 2024 that had to make an emergency landing after an explosive decompression due to an insufficiently secured door plug.

According to The Seattle Times, Dean was 45 years old, in relatively good health, and known for a healthy lifestyle. In February, he spoke to NPR about Spirit’s troubling safety practices.

"Now, I'm not saying they don't want you to go out there and inspect a job … but if you make too much trouble, you will get the Josh treatment,” Dean said, about his previous firing. “I think they were sending out a message to anybody else. If you are too loud, we will silence you.”

Dean’s death comes two months after another Boeing whistleblower, John Barnett, was found dead of a potentially self-inflicted gunshot wound. Barnett was also in the process of testifying against Boeing about potential safety lapses in the manufacturing of the Boeing 787, and claims that he was similarly retaliated against for his whistleblowing. Barnett was 63 at the time of his death, and known for a vocal criticism of what he perceived to be Boeing’s declining production standards.

Dean’s attorney Brian Knowles, whose firm also represented Barnett, refused to speculate on whether the two deaths are linked, but insisted that people like Dean and Barnett are important.

Knowles said, “Whistleblowers are needed. They bring to light wrongdoing and corruption in the interests of society. It takes a lot of courage to stand up. It’s a difficult set of circumstances. Our thoughts now are with John’s family and Josh’s family.”

Possible Preaching Angle:

Sometimes telling the truth can be costly. But this should never inhibit us from standing for the truth.

For years, Jalon Hall was touted as a bright spot for Google’s reputation for diversity. Hall is an African American deaf woman, and had been highlighted on the company’s official social media channels. On LinkedIn, Google praised Hall and said she was “helping expand opportunities for black deaf professionals,” and on Instagram she was hailed as “making life at Google more inclusive.”

But for Hall, those platitudes were only words, and were not backed up with actions. Hall recently filed a lawsuit against Google for failing to provide the accommodations they promised her, and for creating a hostile work environment by characterizing her complaints according to racialized stereotypes.

In an interview Hall said, “Google is using me to make them look inclusive for the deaf community and the overall disability community. In reality, they need to do better. I’m standing in the gap for those often pushed aside.”

Hall says when she was hired as a content moderator in 2020, the company promised to provide interpreters to help her review content as part of YouTube’s child safety regulations, but the company refused. And a manager in another division called her an “aggressive black deaf woman” and advised her to “keep her mouth shut and take a sales role.”

Hall says she filed three HR complaints before she sued, and wants to remain at Google to help promote a better work environment for others.

Gallup once polled people in 142 countries to respond to a series of statements designed to measure employee engagement—involving matters like their job satisfaction, whether they felt their work was important, and whether they had opportunities in the workplace to learn and grow.

What the polling firm found was that engagement is the exception, not the rule: Worldwide, 13% of employees were engaged at work, while 63% were not engaged and 24% were “actively disengaged,” meaning they were unhappy and unproductive. Engagement rates were highest in the United States and Canada, and lowest in East Asia.

Gallup noted, “About one in eight workers … are psychologically committed to their jobs and likely to be making positive contributions to their organizations. The bulk of employees worldwide ... lack motivation and are less likely to invest discretionary effort in organizational goals or outcomes.”