There’s a word you probably haven’t heard before—but you’ve almost definitely dealt with it: pleasanteeism.
In a recent episode of ProfitDig Live, Jeff Givens and Chris Work dove into this increasingly common workplace behavior that’s affecting businesses across industries, including construction. And while the term might be new, the pattern is old: avoiding short-term discomfort at the expense of long-term results.
So what exactly is pleasanteeism?
In short, it’s when an employee prioritizes being agreeable or pleasant in the moment—even if it means missing deadlines, hiding problems, or letting issues pile up. Maybe they tell a manager a project is on track when it’s really behind. Or they agree to take on more work, even though they’re already overloaded. They’re not trying to sabotage the business—they’re just avoiding conflict.
But the fallout can be serious. Projects fail. Teams get blindsided. Leadership is left wondering what went wrong.
And in today’s workforce, particularly with younger or less experienced employees, this behavior is becoming more common. Why? Jeff points out that many younger workers may not have grown up with consistent accountability. Whether it’s due to broken home environments, inconsistent schooling, or a lack of clear expectations, they might not be used to facing real consequences—until they hit the workforce.
“It’s like when you were a kid and knew you were gonna be in trouble,” Jeff says. “You’d try to push it down the road.”
That same instinct can carry over into adulthood—and into your business.
Interestingly, pleasanteeism doesn’t just happen in remote jobs, and it’s not limited to U.S. companies. Jeff mentions seeing it in global teams, especially in cultures where hierarchy or saving face plays a big role. In some places, it’s more acceptable to delay bad news than to confront it head-on.
For construction businesses in particular, this behavior can be especially risky. On a small crew, you probably know each person well enough to catch signs of trouble early. But as your company grows, communication becomes more layered. If team leaders aren’t regularly checking in—and if employees don’t feel comfortable speaking up—small issues can snowball.
So what can business owners and managers do about it?
- Encourage transparency. Make it safe for employees to bring up problems without fearing instant punishment.
- Watch for signs of burnout. If someone keeps saying “yes” to everything, they might be at a breaking point.
- Set clear expectations. Let your team know it’s okay to speak up if a deadline isn’t realistic.
- Invest in your younger workers. Jeff notes that many young people are hungry for purpose—they just need a leader to give it to them. If you can tap into that drive, you might be surprised by how hard they’re willing to work.
And while Jeff isn’t a psychologist (as he makes clear), he does recommend checking out speaker Simon Sinek, who has a lot to say about motivating and managing younger generations. The takeaway? Don’t be afraid to hire young workers—just understand they may need a different kind of leadership than you’re used to giving.
At the end of the day, this isn’t about coddling people. It’s about building teams that communicate better, work more honestly, and aren’t afraid to have the tough conversations early—before the real damage gets done.