One of the known issues in business today is the element of complexity. As a Leader, you need to guide your people through the maze of complexity to a world of simple solutions and progress. So, what is the real issue?
Seems like confusion is higher ranked, mostly by default than purposeful actions on the part of leaders. I know, you’re asking “everyone is dealing with complexity so what can I do about it?”
Good question – really, I mean it 🙂 The only missing piece of the question is “how can you take responsibility to change the situation for your team?”
One of the major factors I see when entering a company known for high performance is the feeling you get just walking around in the office. There is a definite high energy level found in these companies and their people are leading the charge.
So how do these organizations engage their people enough to cultivate a high energy environment?
It can be as simple as Eight Factors being in-place to provide the high energy work environment and culture. So here are the eight factors…
We all know that when we are “in the flow” we experience increased performance. This is as true in business as it is true in sports. Our creativity, problem solving, task management, and learning are enhanced.
Flow does not mean doing the same thing every day very well. Although much of life as well as our work does require a bit of routine and sameness, a good by-product of being an engaged employee is the ability to step outside of the comfort zone and into greater creativity.
Engagement is about commitment. Passionate commitment! Employee engagement is not the touchy-feely stuff or positive thinking mantras. It is not job satisfaction. Think about this…. Sometimes people are satisfied doing “nothing”. Is that what you really want?
Engagement at the leadership level is paramount! Studies show that employee disengagement is four (4) times higher for employees who work for a disengaged manager or supervisor. Think about the hard and soft dollar costs of this disengagement scenario!
There is a great book out on leadership. Certainly there are enough leadership books to go around the world several times; but the book, Landing in the Executive Chair, by Linda Henman, relates to F squared, or F2 Leadership. Dr. Henman refers to the F as meaning bothFair and Firm. Accountability!
Henman says, “I have found the direct ties between self-awareness, self-regulation, motivation, empathy, social skill… and business results.” This is how Emotional Intelligence, or EQ, is defined.
Employee Engagement and Emotional Intelligence are about balancing results with relationships. As Henman points out, the further up the ladder you travel, the greater the need for understanding both yourself and others.
EQ can be measured and improved! We have Emotional Intelligence Assessments. For more information call 1-800-452-4036
According to Willis America, there is a distinct bottom-line difference between high- performing employees and low-performing employees. Let’s cut straight to the numbers:
According to Willis North America, employee disengagement costs U.S. employers $350 Billion per year in lost productivity. Research Works estimates the following index:
In our last post we looked at what “A Great Place to Work” calls the essential ingredient to workplace relationships between employee and employer… TRUST.
According to their model, trust is composed of three dimensions: Credibility, Respect, and Fairness. Our last post delved into the components of these ingredients.
“A Great Place to Work” further states that there are an additional two dimensions relative to the relationships between employee and job. Think about that… between the employee (animate) and the job (inanimate??) Pretty profound!
I found the best information today from “A Great Place to Work.” The company states that “trust” is the essential ingredient for workplace relationships between employee and employer. Makes sense! According to their model, trust is composed of three dimensions: Credibility, Respect, and Fairness.
This is a take from the old saying that “people retire ON the job”, instead of “from the job.” Similarly, there is a great book titled, “I Quit… But Forgot to Tell You!”, by Terri Kabachnick.
The book is about disengaged workers and it outlines the cost to U.S companies… excess of $250 billion in 2002 numbers. Can anyone begin to guess what disengagement costs today?!
