In the last instalment of my ongoing video series on employee engagement and motivation, I talked about the importance of setting and articulating attainable goals. Today’s tip continues on that idea. Today’s strategy is to be clear about the performance you desire.
Be clear about the performance you desire
See, while it’s absolutely critical that you set and articulate goals with your staff, it’s just as important to be very clear about what performance you desire. As leaders, we sometimes make a critical mistake with our employees, particularly those who are experienced and have been around for a while. We assume that they can read our minds. But of course, as good as your employees may be, I can pretty much guarantee that they cannot read your mind. Continue reading
Last week I blogged about one idea of what to do when you feel undervalued at work, and specifically by your boss. It was to spread the word about your good work yourself. I had promised though that I wanted to share one more idea on this topic.
This strategy is at first reflective. Ask yourself: What do I need to feel valued? Keep in mind that the answer to this question will differ greatly from person to person because different people are motivated by different things. Would you like more flexibility – in your work responsibilities, in your working hours, in where you work? Is it recognition you need – you just want others to acknowledge that you are making a significant contribution? If this is it, then do you thrive on public acknowledgement or private appreciation? Are you seeking more autonomy and decision-making authority? Or perhaps you’d just like more support or assistance, either on a temporary or permanent basis? Could it be that getting a bigger expense account or more vacation time would translate to you feeling less undervalued?
While your first step is reflective, your next step is active. Once you know what it is that will stop you from feeling undervalued, only then can you do something to actually get it. Continue reading
I hope you’re enjoying this video series that I started at the beginning of this year, focusing on specific strategies you can use to create employee engagement. My last tip was to give your employees face-time with your customers. Today’s idea, strategy #16, is very fundamental to good leadership: set and articulate attainable goals.
Set and articulate attainable goals
There are three key words that I want you to take note of : they are “set”, “articulate” and “attainable”.
Let’s talk about “set” first. There is an old leadership adage – what gets measured gets done. If you don’t set goals, people don’t have anything to shoot for, there is no destination to get excited and motivated about, quite frankly, there will be zero employee engagement. If you don’t tell people where you’re going, don’t be surprised if they don’t get there. In fact, don’t be surprised if they end up some place completely different than what you had intended. So set goals.
Second, make sure you articulate them. And by that, I mean, Continue reading
“It’s a good thing I am self-motivated,” said a good friend in a client organization. “Because if I was looking for appreciation or validation from my boss, I’d be waiting an eternity.” Sadly, this sentiment is not unique. Employee survey research repeatedly shows that a significant segment of the workforce feels underappreciated at work. Which is deeply ironic. Because employee motivation research also unequivocally shows that employees who are appreciated for their contributions and recognized for their achievements are vastly more satisfied, engaged, motivated and productive than those who are not.
So what should you do?
So what should you do if you feel underappreciated by your immediate supervisor? Learn to suck it up and live with it? Well, no. Just because the boss doesn’t appreciate you doesn’t mean there isn’t value in making sure that your worth is recognized beyond just your immediate department. If your boss isn’t spreading the word about your good work, then it’s time to toot your own horn. And yes, if done correctly, it won’t come across as arrogant or conceited or boastful. Continue reading
So today I’m back with strategy #15 in our video blog series this year – focusing on specific tips for motivating employees. For the last two episodes, I’ve focused on using fun for motivating employees (see have dress-up and dress-down days and play games). Fun is a great motivator and I’ll pick up on that theme again in a future instalment. But today, I want to talk about another approach to motivating employees – give them face time with your customers.
Give your employees face time with customers
This strategy is particularly powerful with the administrative employees on your team, the people who don’t normally meet with the end-consumer of your product or service. Usually, the face-to-face interactions with your customer happen with those who have sales or business development in their titles. But of course, there is always a team of people back in the home office who support the sales function, some in a direct manner, but just as many in indirect ways. Continue reading
When was the last time you washed a rental car? Probably never. And the reason is simple. Because you don’t own it. This simple reality offers a compelling insight into what it takes, really takes, to create engaged employees.
Four things you can do with immediate impact
In my latest column for this morning’s The Globe and Mail, I lay out four specific things you can do as a leader to create a level of interest and ownership that would not only get your employees to wash the cars, but also check the oil, and rotate the tires. Interestingly enough, none of the four are high-level strategic engagement initiatives developed by senior management at the annual planning retreat, or policies developed by a small army of bureaucrats in a backroom somewhere.
I make the point in today’s column that engaged employees occur at an individual level, person by person, and as a direct result of the one-on-one relationship each of your staff has with their immediate and direct supervisor. Which means that if you’re a manager, supervisor, team leader, or any other title that has direct responsibility for people, then your behaviour and actions will unequivocally determine how engaged each of your employees are. This is a weighty responsibility, one that I believe no leader should ever take lightly.
Note: if you are a subscriber to The Globe and Mail, you can also read the column directly at their website at this link: https://tgam.ca/2l3vEOc
But as always, I’d like to hear what you think. What have been your experiences? Do the four specific actions I list in this column resonate with you. Please share your thoughts by commenting below.
I often explore what it takes to achieve goals, to get beyond the “hope” stage and actually create concrete results. In fact, earlier this year, I blogged about the importance of a “structured” vessel when one seeks to achieve goals. Today’s blog post explores another aspect of setting and achieving goals – this time the importance of action.
Multi-speed bikes are an asset
When I was a child, I rode a single speed bicycle. It didn’t matter whether I was biking up a hill or racing down a gravel road, my bike had just one gear, and I had to adjust my effort and speed in order to compensate for the riding conditions. As I grew older though, I realized that one could actually make the bicycle-riding experience easier and more enjoyable by getting a 3-speed, a 10-speed or even a 21-speed bike. The greatest benefit of a multiple-speed bicycle was that I could adjust the pedaling resistance to ride more easily over a greater variety of terrains. Brilliant!
Shortly after I got my first 10-speed bike, I quickly realized one additional and extremely vital fact – in order to switch gears, you had to be moving. Continue reading