Employee Engagement: Games We Play
September 22, 2009
So many give great lip service to the idea of getting the right people on the bus. But then what? How much time is spent getting the right people in the right seats based on what they bring to the game? Oh, not important in this economy? Wait… is employee engagement… just a game?
Wearing ‘Em Out?
You’ve seen it. The player drops in the coins, eagerly presses START and the ball appears. The player slowly pulls back the plunger and POW! it slams into the pinball propelling it into the game. It ricochets wildly, bouncing off bumpers, careening into drop targets. Lights flashing, bells ringing, music heralding points, points and more points! A popper shoots the ball out in the direction of the middle lane, drawing it down… down… down toward the inevitable end…
One down. Two to go. An exhilarating game. Unless you’re the ball. Sure, the frenzy can be energizing… for about 5 minutes. Is your employee engagement strategy like pinball or…?
Or Leveraging Strengths?
Or is it more like… chess. Individual contributors working together to move forward directed by a singular goal. It’s a complex game which the player leads leveraging each piece’s unique qualities to meet the ultimate objective.
Each piece knows its role, what the player expects of it and the value it brings to the game. Using its natural movements and relying on other pieces to fulfill their roles. Each with an important role to play. All working strategically toward the same goal.
OK, OK. Sure the analogy’s a little silly. But you know exactly what I’m saying. Here’s the real game-ender: Engage ‘em now or lose ‘em later. And here’s the data to back it up.
How to Keep ‘Em
Let’s get practical. A few key steps to keep employees engaged in tough times:
Focus on Natural Strengths vs. Proximity
You’ve downsized, rightsized and have asked employees to supersize their jobs as a result. This as a great opportunity to actually get more done with fewer people. Take a good hard look at the total value each employee brings to your game: their skills, instincts and natural talents. Be open to shifting job responsibilities based on these versus simply giving assignments to the next closest cubicle-dweller to that guy you had to let go. And by all means, ASK THEM for their input. If their work is comprised of things they are naturally good at doing they will get more done. Again, Gallup studies show that employees who are given the opportunity to do what they do best are 6 times as likely to be engaged in their jobs.
Personalize Recognition
Now more than ever you need to demonstrate — genuinely, authentically — that you care about your employees as human beings. They’re working tirelessly for you; how will you let them know you appreciate all their efforts? Give the working mom a Friday afternoon off for pampering or extra family time. Supply the Starbuck’s junkie with his fix for the day with a $5 gift card. A simple thank you note may make the biggest impact. The point is: make it meaningful to each individual and make sure the appreciation is indeed genuine. One-size recognition does not fit all.
Don’t Manage. Coach.
A favorite resource is Unleashed! Expecting Greatness and Other Secrets of Coaching for Exceptional Performance by Gregg Thompson. It teaches how to put the needs of the other person first and coach them for exceptional performance. Traditional managers direct tasks. The manager coach manages for results, allowing employees some freedom and flexibility in how the work gets done.
Communicate. Communicate. Communicate.
Check in with employees… often. More often than usual especially if your organization has gone through significant changes (lay-offs, reorganization, leadership change, etc.). One-time message delivery will not stick so if you’ve told them once, tell them at least another dozen if not 100 times. Remind them why you each come to work every morning, reiterating through words and actions that it’s all about the mission of the organization. Deliver bad news compassionately but purposefully. Always answer “why” and “what’s in it for me.” Ask for feedback. Involve them in the conversation. You never know what time-, resource-, money-saving ideas are just waiting to be discovered.
So… ready for a game of chess?
The New Rules of Leadership and Management
August 12, 2009
Today I bought and started reading The New Rules of Marketing & PR. Yesterday I attended a talk on “Generations in the Workplace.” And now you’re thinking: What the &#@! does one have to do with the other?
The Connection
The last sentence on page 26 of The New Rules gave me an a-ha that made that connection for me:
Content drives action.
The sentence prior to that reads:
Great content in all forms helps buyers see that you and your organization “get it.”
If we replace just a couple of those words and put the two back together:
Great content in all forms helps employees see that you and the organization “get” them. [Leadership] content drives [employee] action.
The New Rules of Leadership and Management
Here’s where the generational thing comes in.
It’s the online Gen-Xers and Millennials who are driving that “content” also be the new rule of leadership and management.
The old rules of one-way “push” marketing and advertising aren’t working with these generations of consumers who demand informative, authentic and interactive content to make buying decisions. Just as the old rules of management and leadership won’t work with these generations as employees. Maybe it’s because the one-way “my way or the highway”/”because I said so” management style reminds questioning (sometimes referred to as cynical) Gen-Xers of their mothers who didn’t care if their children had opinions. And, the Millenials won’t even hear these managers because as kids these employees grew up with constant “Good jobs!” and getting trophies even for coming in last. Where’s the praise in “Do it or else.”?
Content is King
So, the “content” of successful leadership according to these generations, to which they’ve grown accustomed as online consumers, is treating them as unique individuals who demand interaction and authenticity. So to paraphrase the New Rules of Marketing and PR in the context of New Rules of Leadership and Management, I offer:
Inspire Millennial and especially Gen-X employees to design the content of their individual work, empowering them to do what they each do best every day. That’s strengths-based management!
Engage these employees in the content of the organization’s vision, mission and objectives. Help them see how essential their individual role is in achieving organizational goals to give them the meaningful work these generations crave.
Individualize communication content so these employees know you are speaking directly to them. That’s when they’ll know you appreciate them for what they bring to the game.
That’s when they’ll take action and follow you. Because content drives action.
ARE YOU LISTENING TO ME? (or “Communicating So They Will”)
July 15, 2009
“TO WHOM AM I SPEAKING?”
With a background in marketing, communication and branding, I’ve been programmed in the cardinal commandment of the trade: KNOW THY AUDIENCE. Resistance was futile. But I learned that the only effective marketing messages are those specifically written for the exact person they know is listening and who will act on the information presented. The messages are carefully crafted to meet the potential customer’s needs… to help them hear… to make them WANT to listen.
What if we applied this same thinking when communicating with our colleagues… significant others… employees… kids… bosses…? Would they listen and hear us if we tailored our messages in the same way a marketeer crafts unique selling propositions? “So simple!” we rejoice! But is it that simple? Perhaps it can be…
The challenge is, life is busy, chaotic, complicated. I know what you’re thinking now, “There’s no time for the art of messaging in real life. Why can’t people just get it the first time? Sheesh, I hate having to repeat myself. Pay attention! ARE YOU LISTENING TO ME?” Ahhh, and so, we tend to communicate in a style that is natural for us… in the way that we need to hear information. Trouble with that is the receiver of our intended brilliant information has tuned out in 3.2 seconds… or less… if they don’t need to hear it in the same way we do.
So, how do we get them to really listen?
For starters, put on the empathy hat and take some notes. Pay attention to how they communicate for clues on how to get them to listen to you:
The Detailer
Know someone whose powers of observation amaze when they can report back the last detail of a report presented in yesterday’s staff meeting? The remember and want to discuss the intricacies of the data and why the suggestions will (or won’t) help the team reach it’s goals. The also tend to ask lots of questions, especially “Why?” When communicating with this curious fellow, give them all the details, data points, facts and figures you can come up with. Cite sources whenever possible to build credibility. End every interaction giving them an opportunity to ask you as many questions as they need to to fully understand. You may be surprised at how many more details you actually did know once they ask the right questions.
The Systematizer
Know someone who will not jump around or ahead when reporting the details of any event, big or small? They will probably also have the closet organized by season and color and the alphabetically arranged spice rack. When communicating with this person, understand that sequenced information helps them follow what you’re saying. Take a breath, and start from the very beginning (a very good place to start), give the events in exact order in which they have happened or are intended to. They may have some keen ideas on how to make that process even better.
The Improvisor
You know the one… Tangent is her middle name. Wings every conversation, every meeting, every interaction. Reports thoughts as they come… and oh boy do they come. Capture their attention fast and get to the point ASAP! Tell them the end first then give them a chance to ask a few questions about why and how you arrived there. And for sure never leave out what you predict will happened next. Then be ready for a brainstorm of ideas, thoughts, suggestions from them in return.
The Builder
Remember your friend who, after surviving a minor collision earlier in the day, reported the event back to you over dinner at your favorite eatery… “OK, so this pink sugar packet is my car… this blue one was the guy behind me… the salt shaker is that tree, you know that one at that intersection? So I’m driving along and stop at the light [drives pink packet close to the salt shaker] and this guy slams right into me [rams blue sugar packet into the back of the pink one]. I skidded and came this close [pink packet now dangerously close to the salt shaker] from hitting that tree!” Draw this one picture, maps, anything to model the “thing” you want them to understand. In this case, a picture is worth many more than 1000 words.
WHY BOTHER?
Number one, they might actually listen. And, frankly, it’s always nice to be heard.
Then they might actually engage in the conversation, and you may just be amazed at what you can come up with together. Ideas, solutions to problems, improvements… the sky’s the limit!
For me the most important reason: When you speak to another human being in a way that is relevant and meaningful to them, they know you really care. Maybe not on a conscious level. But they know.
Performance Management: 5 Steps to Stop the Insanity
June 9, 2009
“The definition of insanity is doing the same thing over and over again and expecting different results.”
~Albert Einstein
Stop a second and think. Does this quote apply to the way you lead and manage your direct reports?
Is the “traditional management” method (a.k.a. “my way or the highway”) working for you? Seriously… what are the results this produces? Outcomes I’ve seen mostly include dissatisfied, disengaged and un-empowered employees. Not to mention frustrated, exhausted and overworked managers. Exactly who is this good for?
STOP THE INSANITY!
The “my way or the highway” management technique may work for a time. But for long-term success I say it’s time to try something different. I worked with a group of managers on performance improvement and management issues in which one manager could not understand nor grasp why his direct reports couldn’t just get off the dime and get the work done. He talked a long time about he just wished his team would hurry up and do the work (a.k.a. use his work style), how he couldn’t understand why it took them longer to “get it” (a.k.a. apply his modus operandi), and how frustrated he was that they still couldn’t produce better results under his “management” (a.k.a. why the same ol’ same ol’ wasn’t working). Oy.
The Manager’s True Duty
The primary job of any manager, regardless of which rung you occupy on the company ladder, is to provide your employees with the tools, training and room they need to do their work. Otherwise, why not just go ahead and do it all yourself? Oh, you’re trying to do that now, you say, because you’re afraid it won’t get done correctly? How’s that working for you?
For those managers who are trying to same techniques over and over expecting different results, I challenge you to try these five steps to create a more productive workforce… and less stress for yourself.
1. Set the Bar High & Measure
We will strive for that place where the bar is set. Think about it. When we set goals and expectations high and hold ourselves and our teams accountable, we accomplish more. As a manager, when you continually accept mediocre results as the norm that’s about all your team will produce. Invite your team into the conversation about goals. Be clear about what is expected of them, how you will contribute, how you will measure success. Then do it. Revisit your goals and where that bar is set on a regular basis and don’t be afraid to adjust as necessary. But keep it high and watch new and improved outcomes replace mediocrity.
2. Uncover Hidden Talents
You’ve set the bar, detailed your goals, discussed how success will be measured. But it’s easy to pigeonhole employees based on job descriptions and lists of duties and responsibilities. They may even be highly skilled at doing what the job description says. And traditional management will keep them there as long as the results are, well, OK. What if, just what if, you considered who the right person was for each task based on their natural talents? Eureka, now that’s different! But how do you uncover those talents? For starters, Kolbe Wisdom™ helps us understand how each of us naturally solves problems and takes action. Uncover your employees natural instincts (their unique MO) and put them to work using those innate talents. When you try it, think you might get different results? In fact, I guarantee if you take time to uncover hidden talents and make assignments based on who can accomplish each function most naturally (and efficiently), you will get different — better! — results.
3. Assess Roles
You have your goals, your metrics and now understand who can get the work done most efficiently. Uh oh… you think some people are in the “wrong” roles? Can you ask them to do a different job than what they were hired to do? And you might have to spend time building new job descriptions? Yes, yes and yes. Consider who is the best person to play each role to get the work accomplished most efficiently based on their strengths and talents. When they work against their grain, so to speak, it takes more energy and produced more stress and less-than-best results. Rearrange roles to make the best use of those talents and *poof* you will have more productive, more engaged employees. Yes, it takes a time investment up front. But it will make your job easier in the end. Did you hear that? It will MAKE YOUR JOB EASIER to have the right people in the right roles. How? Because as you put the right people in the right roles, your team will be more productive (get more done), more efficient (more done faster) and more effective (produce better results). Why wouldn’t you try that?
4. Empower Them
Ask them what else they need to get the job done to meet the goal you’ve established together. Then listen… really listen to what they need and work with them and other leaders to give them what they need — training, tools and room to experiment and make mistakes. When you do this you will be creating a culture of empowerment and begin to give decision-making skills and power to employees. Now that IS different.
5. Move It or Lose It
Set the goals, uncover hidden strengths, put the right people in the right roles, give them what they need to get the job done… then GET OUT OF THE WAY. Imagine a day when your direct reports aren’t coming to you to make every single decision no matter how small. Will you be less frustrated, less exhausted? Maybe even more productive yourself?
Seriously, man: stop the insanity! You’ve been banging your head against a wall, losing your mind long engough.
Don’t Take My Word For It
June 3, 2009
Dear Meredith,
Thanks so much for taking the time to further discuss my Kolbe results. While I’m very happy to be “out of transition”, I’m even more excited to understand my natural strengths.
Our discussions on how my strengths relate to our larger [cross-functional think tank] team and my own team were extremely eye-opening. I love knowing that I no longer need to “assume” or “perceive” people are a certain way from the way they act – rather, I understand they have different natural strengths which are beneficial to making a team successful. Just because someone is quiet and reserved does not mean they are not interested or engaged, they just have a different way of approaching a task.
I immediately shared our discussions and my results with my manager as we are going through a large number of job role changes in the next few weeks. She felt like she better understood who I was and what I needed to be a successful contributor to the team. Our conversation ended with deeper understandings and a renewed sense of excitement for my job. I look forward to our continued discussions during my time with the [cross-functional team]!
Thanks,
Michael A.
Mega Retail Corporation with a long, political approval process for using testimonials from their employees… so we’ll just leave their name out of it…
Do More With Less…No, REALLY!
June 3, 2009
Doing What You Do Best, Every Day
Kolbe Wisdom is a field of study that helps us tap into our natural method of operation. When we do we actually can accomplish more in less time and with less stress. I use the Kolbe A Index assessment with individuals and teams to understand how each person uniquely tackles problem solving and taking action — and after all isn’t that what we all do… every day… all day… especially on the job? — and use that to make them more productive, more efficient and more effective. Kolbe is backed by 30+ years of scientific research and validation, and unlike personality assessments, your Kolbe A results are true for your lifetime.
Bottom Line:
Kolbe identifies your hardwiring and with the help of a Certified Kolbe Consultant — that’s me! — we can develop a path for your team or for you personally for a lifetime of success. Kolbe gives you the freedom to be YOU and as a result do your best work on the job… at home… at play…
Kolbe with Teams
Make the most of every person, every moment, every PENNY. When managers and leaders do the work to put the right people in the right seats and empower them to work from their natural strengths, the team will be more productive, efficient and effective! Oh the stories I can tell…!
Kolbe with Individuals
It’s about doing what you do best every single day. With Kolbe we uncover how you operate which helps us understand the functions of a job you do most naturally (and therefore more efficiently!)… then work to pinpoint what motivates you, that is what does “meaningful work” look like for you personally… and outline the best environment for you to be your most productive, efficient self, including the kinds of partners you need to take on who complement your strengths. It’s career coaching and leadership development based on what you do naturally.
Learn More
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