- Tie each person’s work to the result (for the company, customer etc.) – Wouldn’t you like to know WHY you are doing something?
- Take each employees’ ideas into consideration – Simply asking can go a long way if you truly care about the answer.
- Don’t treat each employee the same – don’t we each have different goals and interests?
- Are you developing your employees? – a little investment into your employees can go a long way.
- Do you address poor performers? – one of the biggest issues we see if letting poor performers carry on. Everyone knows it and is less motivated. Why not just proactively address? Provide an opportunity and swiftly address if necessary.
Tag Archive: engagement
As several CEOs lament continually and as Steve Erickson, president of Corona Clipper, Inc. and UK Business Unit Group, said in our 2019 predictions document, talent is a hot topic in today’s tight labor market. Perhaps it is time to put a bit more thought into our talent.
As a consultant who works with organizations from a few million in annual revenue to multi-billion dollar conglomerates, it is quite clear that talent is an issue across-the-board. It doesn’t matter the industry, the size, or the ownership (private equity, publicly traded or closely-held). Talent is an issue that is top of mind of every executive interested in growth and innovation. The trick is whether you just think about talent or are willing to invest in talent. Which are you?
Certainly, those who invest are far more likely to retain top talent and develop new talent. In zero unemployment markets, there is something to be said about creating your own talent. If you aren’t focused on this topic, it is quite likely the competition will steal your talent away.
There are many ways to invest in talent:
- Provide mentor opportunities – If your organization looks for ways to support the growth of employees with mentors, you are bound to be more successful than the norm. In our experience, the best companies realize that people need to learn through practical application and mentoring provides this opportunity.
- Invest in leaders to encourage continuous coaching – aAyearly review is quite useless. Who can remember what happened that long ago and understand how to improve or build on a strength? Instead, I found that 90 day one-on-one performance conversations with a limited number of objectives do the trick. Continuous feedback and investment of time can go a long way. But let’s not expect leaders to know how to conduct these sessions if we haven’t invested in them. Remember, it trickles down hill.
- Provide training opportunities – Search for training topics that will supplement what your employees should understand. For example, any employee in operations and supply chain should take APICS courses to understand the fundamentals of supply chain and operations management and related principles. If nothing else, it will provide the body of knowledge and associated language.
- Provide experiences – In larger companies, there might be job rotations or overseas assignments. No matter the size, there are cross-training opportunities as well as enabling visits and collaborations with customers, suppliers, systems and technology providers, consultants/experts and other partners.
- Allow the freedom for experimentation – To encourage new ideas and innovation, it is important to design programs that educate employees as well as provide a framework to try out new ideas. In our consulting travels, we find that employees who are allowed to test new ideas in a safe zone feel invested in.
- Address poor performers – Instead of ignoring your poor performers because it is an unpleasant task or you are worried about repercussions, proactively address them. Work with them to turn them around or move them out of the organization, and you’ll unleash your top talent.
Why not merely increase your engagement by investing in your already-existing talent? According to all the surveys, engagement is at horrific levels in the vast majority of organizations yet engagement is key to driving performance. It doesn’t take a rocket scientist to figure out investing in your people is not only common sense but it can do more good for your bottom line than almost anything else. The key is to not treat investment as throwing money at an issue but instead seeing it as a priority. Let us know what ideas you have to engage your most critical assets.
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I had the opportunity to catch Bernadette Peters and Victor Garber in Hello Dolly on Broadway while in New York, and it was fabulous! Bernadette is “made for the part” (although I see the perfect fit for Bette Midler as well). Imagine how a musical that debuted in 1964 with FOUR Broadway revivals and international success remains wildly popular…..
Hello Dolly certainly turned the mundane into the magnificent! A strong-willed matchmaker and widower (Dolly) travels to Yonkers to find a wife for an ordinary yet half-a-millionaire local merchant (Mr. Vandergelder), and adventures ensue. Actually, all the previously ordinary people surrounding the miserly Mr. Vandergelder get swept up into Dolly’s adventures. Great fun!
One tip to implement this week:
Are you turning the mundane into the magnificent? Why lead a humdrum existence on a daily basis? Instead, search for opportunities to turn your everyday interactions into exciting and profitable opportunities! Profitable doesn’t have to mean financial returns; consider your engagement and interest in what you do on a daily basis – don’t you think where you spend 8 hours a day (or more!) should be interesting?!? Why not consider your customer as well – if you can deliver extra value and create a happy customer, isn’t that a profitable experience for you?
Executives and owners, search for ways to empower and engage your employees. That alone will dramatically improve their interest in performing daily job functions. Do you put thought into this? What could be more important for retention in an age of a significant skills gap shortage?
NO MATTER your position, DON’T let go of your responsibility for turning the mundane into magnificent. It is yours alone. Look for ways to bring new ideas to the table. Be creative. Ask your colleagues to participate in finding ways to make the work more interesting – and impactful. Pick just one item and move it forward. No matter how far it moves forward, you are closer to magnificent.
Dolly never gave up. Instead, she came up with a new idea – or scheme. What about you?
At the Drucker Supply Chain Forum held recently, there was a panel of distribution executives from Amazon, Toyota, QVC and Komar discussing “Company Culture as a Competitive Advantage”. I’ve found that if all of my clients (or my best clients) have something in common or emphasize the same point, I should pay attention. In this case, the themes noted by every successful executive included:
1. Core values– interestingly, we found that establishing and living by core values was integral to success when I was a VP of Operations for PaperPak. The executive panel agreed. Do you have values? Do your employees know them? Do they think you live by them? Don’t even think about discussing values if you cannot live by them as you’ll lose more ground than you ever thought possible. But, if you plan to live by them, values can be hugely successful.
2. Engagement– again, this warranted several pages in my upcoming book, “I’ve Been Thinking: Strategies to Make and Keep Bold Customer Promises and Profits”, as I’ve always found it crucial to success. It is simply amazing how much MORE engaged employees accomplish than the rest. And, isn’t it a more exciting work environment to live in?
3. Employee Focus– I’ve yet to see a company with happy customers and unhappy employees. Have you? Every panelist brought up the importance of an employee focus. Amazon provides education to employees – whether or not the education relates to the job. QVC has created an intriguing environment for their employees to enjoy what could be seen as a typical warehousing job. Toyota follows the Toyota Production System tenet with employees on top. And, Komar focuses intense attention on employees — performance reviews, core values, etc.
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Dramatic growth is commonplace. Companies are looking for opportunities to improve margins, accelerate cash flow and cut costs. Only those companies that change will endure. And only those teams that embrace change, and the leaders who engage people around change initiatives will thrive. The others will be left in the dust.
In order to create this type of engagement, leaders must support team morale during change. But if you think about it, why should this be an issue, if the change is presented properly from the outset? Who wouldn’t be excited about positive and interesting new opportunities?
Here are seven key ways to keep your team’s morale up when there’s a change under way.
1. Start with a compelling vision. People don’t fear change. They fear the unknown. Thus, one simple first step in overcoming this hurdle is to provide a vision (e.g., a reason for the change). Start by clearly answering the questions:
- How will the change help the company succeed?
- How will it help your customers?
For example, when I was VP of Operations for an adult incontinence manufacturer, we saw our job as helping our parents and grandparents maintain a quality lifestyle in their older years. It certainly provided a sense of purpose and vision to our projects —and this is valuable!
2. Translate the vision. Although lofty visions can be quite valuable, it’s also important to be able to translate those visions into something tangible. You want to be able to show how each department, team and person will relate to that vision, add value and contribute it as well. I’ve found that the most successful leaders take the time to help team members understand how their piece of the puzzle contributes to the bigger picture.
3. Collaborate on the plan. When team members participate in a change, rather than have it dictated to them, they’ll buy into the new way of doing things and feel good about it, too. You can make this happen by collaborating with your project team to build the new plan.
Provide guidelines, ideas and advice in order to spur the process forward. Ask for input and ideas from all team members. Don’t dismiss ideas without explaining why. And don’t just accept ideas to include input if they’re not optimal for the end result. Instead, be willing to take the role of a coach and facilitator.
After partnering on hundreds of projects over the years, I’ve yet to see one fail when it’s approached in a collaborative manner; but I’ve seen many fail when the approach is: “Just do it because I am your manager.”
4. Communicate the plan. A critical step for keeping morale up during a change initiative is communication! Just as people don’t fear change, they fear the unknown; they fear not understanding how they will get to the vision. In essence, the fear lies in no-man’s land —the uncertainty in getting from Point A to the “Promised Land.”
Thus, communicating the plan and allowing ample time for questions and answers is paramount to success. Again, feedback and ideas can still be incorporated if it makes sense. There is no reason to drive around the block three times to get to the same place you could get to by walking next door. In addition to providing information and comfort with the plan, you could pick up on superb ideas that will ensure success.
5. Manage the critical path. As in all projects, the critical path should be the focus. If the critical path stays intact, the project will likely succeed, even if it runs into non-critical path task bumps along the way. On the other hand, if the project team becomes distracted during the bumpy times and loses focus from the critical path, the project will veer off track.
Begin by explaining the importance of the critical path up front, so team members will understand why the focus might not be on their tasks. Make sure everyone knows they have an important piece in achieving the vision, no matter what the role. Ask all task owners to help each other and to succeed together.
6. Adjust as needed. As simple as it seems, don’t become so focused on your project plan that you lose sight of adjustments that should occur along the way. Since change is the only constant in business today, change will occur. Make sure you consider any changes that relate to your project and adjust accordingly.
7. Feedback. Last but not least, celebrate wins. Focus on strengths but do not ignore weaknesses that will impact success. If someone isn’t pulling their weight, have a conversation with them. One of the main ways to keep morale up is to address roadblocks and issues in an honest and respectful manner. Provide suggestions.
Once again, it’s not change that people resist, but the unknown. Strong leadership and project skills will go a long way toward navigating your team through the bumpy waters and on to success—and keeping morale up along the way!
Originally published @LiquidPlanner, July 20, 2015. http://bit.ly/2hoPOy0
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