Ignite Your
Inspiration and Make Work Exciting Again
Hello & Welcome!
They move slowly, shuffling feet,
moaning, groaning, seeking to drain the life out of those around them.
Is that the dreaded Monday morning
blues you notice after you walk into your office?
Or is that your teenager just getting
up on Saturday morning?
Neither.
That's just the 70 percent of employees who are disengaged (according
to Gallup polls) & meandering around your workplace.
Here's
the thing. You can't just build a wall to keep them out--they're already
inside, and leaders everywhere need to bring them back to the land of living, enthusiastic & interested contributors to the company.
Many companies realize the crisis and engage in several employee
engagement tactics, but recent research helps illuminate why the
efforts aren't working.
As a Business Breakthrough
Coach, I have developed more than 100 systems to solve many frustrations that
entrepreneurs may have. Over the years, I have learned coping mechanisms that
enable me to not only develop inherent skills to discover and build a vision
for businesses but also to be in command of my professional abilities and
Thrive.
These
are basic tenets to developing and broaden one’s vision for a successful and
growth-oriented business with The Self Discovery system aiding your vision to
be fulfilled with employees being genuinely invested and passionately engaged
in the success and continued growth of your business/company.
In
the case of revitalizing employee engagement, "good try"
isn't good enough.
Here
then are the pitfalls to be mindful about:
v Don't just issue a survey, tell managers to get
better, and then forget about it until next year.
This is all too common.
Surveys are issued with the best intent. But then one of six terrible things
happen when the surveys are complete and the data collected. Survey results are
never broadly shared (or worse yet are selectively shared to protect leaders’
self-interest), never explained, never acted on, ignored altogether, or simply
thrown in the lap of leaders to "fix it" with no clear plan,
guidance, or resources to do so. It is critical to put as much time into
designing the tools and education for managers to act on the survey results as
it is to design an insight-yielding survey to begin with.
v Be more selective about people put in management positions.
Most
people become managers either because they were top individual performers or
because they've been around the company a long time. Neither of those two
things has ever shown a strong relationship to being a good manager. Companies
choose candidates with the right talent for the job only 18 percent of the
time.
It's
critical to not just default to the "next in line" to fill a
leadership position but to find the absolute best candidate for
a role that has the attributes and characteristics required
to yield an engaged organization (and peak performance along
with it).
For
example, engagement would be more likely to flourish if a leadership role
were staffed with someone authentic, who
truly cares about his/her organization, who
prioritizes learning and growth opportunities, and is adept at
planting seeds of growth in employees versus seeds of doubt (with insensitive
or callous words and actions). These are all characteristics critical for
creating a fully engaged organization. Stories abound of crucible roles that
were filled with "organization killers"--and then the powers that be
sit around and wonder why engagement levels are so astonishingly low. Fill that
role very thoughtfully.
Quite simply, in most organizations
still struggling with employee engagement, a "transfer of power"
never took place.
Decision making still rests at the top
of a slow moving, bureaucratic pyramid. Empowerment never takes place or does
so artificially, at best. Employees are given no more trust and autonomy than
before the engagement effort began.
This is poison.
Autonomy must become a mandatory for
all leaders to grant, with performance evaluations looking at whether the
leader's organization has been effectively decentralized. Engagement, and the
energy & fulfillment that flows from it, has zero chance to blossom in a
disempowering environment. Thus, accountability for autonomy is crucial.
So, if your company has been engaging
in employee engagement efforts, you get partial credit.
Now, it is time to learn from
mistakes and transform another dreadful & dreary Monday to a valued &
fruitful work day and week too!
Looking
forward to seeing you in our next blog.
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