Category Archives: Management Tips

Measuring Employee Engagement

Trending seems to be the new buzz word. Today on Twitter, Mischief Managed, Mrs. Wesley, the British Open and Thanking God are all trending. In the world of work, Employee Engagement is definitely trending. 

In a previous position, I managed a large department of 44 people. At one point I had recently promoted members of the team to supervisory positions. Wanting to measure the level of communication and presentation of clear objectives, I sent a survey to all team members soliciting their feedback.  I was pleasantly surprised by the responses (which thankfully meant that I was clearly communicating with my new leadership team – whew).  

If you haven’t solicited feedback from your staff in a while, here are 12 questions  to spark a conversation.  Right Management also has a white paper called How do you engage with, retain and motivate employees? But remember, these kind of questions  can do more harm than good if you don’t take action on any deficiencies that might be uncovered.   

 

The Power Behind the Power Hour

I recently read an article by Tony Schwartz called, Working Harder Doesn’t Get You Ahead.  

By the end of the article he suggested tackling “your most challenging task first thing in the morning, for 60 to 90 minutes, uninterrupted.” I don’t always have free time first thing in the morning. In fact I usually have my first meeting between 8:00 am and 8:30 a.m.  However, it made me think about the list of Guiding Principles (how we define who we want to be and how we conduct ourselves) that my staff and I created last fall, one of which is, Power Hours – Permission to Focus.

The idea behind the “Power Hour” is to block out a specific amount of time to “power” through a task or project. This uninterrupted time can be an hour or it can be thirty minutes, whatever block of time you need depending upon what you hope to accomplish.  Because this is one of our organization’s Guiding Principals, there’s a great deal of consideration given to an individual who is taking their “Power Hour” and encourage team members to do so often. It’s one way we support each other and tackle those projects that have that looming deadline which appeared out of nowhere.

Let’s face it, our work days are busy enough, so giving your self permission to take a “power hour” may provide you with a bit of calm that we all need in our work days. Try it. Schedule a set block of time on your calendar to focus on your project and power through. You’ll be surprised at how much you can get done.

Four HR Skills Critical in Turning Around a Crappy Culture | workforce.com

 It’s not uncommon for a company’s culture to change or evolve over time. Your company’s core values may remain the same, but as employees leave and new employees are hired, it’s possible the values of the employees may change.

Assessing your company’s culture becomes a priority.  So, what happens if you’ve evaluated your company culture and you realize it’s broken? How do you fix it?

I recently read a great article by Kris Dunn that talked about four skills an HR department needs to bring to the table in order to implement a positive change.

 I’m not sure it’s just the HR department that needs to possess these skills. Read the article and let me know what you think.

Four HR Skills Critical in Turning Around a Crappy Culture | workforce.com.

Can we recover in time for the Recovery?

It seems that most of the expert sources are now in agreement that the recession has bottomed out, and that we’re moving into a period of recovery.  Thank goodness!  Now it’s time to really gear up and jump into the recovery in high gear – we’ve got a lot of ground to make up.

If you’re one of the lucky ones, you’re still working!  Obviously, the acts of becoming and remaining employed involve a great deal more than mere luck, so let’s say instead that you’re one of the fortunate ones.  (This is relevant, so please bear with me.)  Assuming that you’ve been working consistently during the last year or two, the chances are pretty good that your actual workload has  increased, and that the phrase “Do More With Less” has either passed through your lips, your ears or both.  It’s become a mantra, a battle cry and in some instances, a bleak joke. 

Your department just got downsized?  Ha-Ha, guess you’ll have to Do More With Less.  Already pushed to the limit?  Tough.  Suck it up and just Do More With Less!

Here’s the conundrum though: We’ve proven that we can all Do More With Less – but for how long?  Everyone can kick it up a notch in a pinch, somewhat like an athlete getting a “second wind”.  That act can even be exhilarating, especially when it’s teamed with learning new tasks/skills, and stepping outside of your normal duties for the good of the cause. At what point though, does our overall productivity begin to fade into Doing Less With Less?  When in this Do More With Less marathon do we hit the wall and stop being able to put one foot in front of the other through sheer force of will? 

I hope it’s not now ’cause there’s a Recovery looming ahead of us, and we’ve got work to do.

If we’re at a threshold at which job fatigue is about to replace job adrenaline, how do we maintain productivity while allowing for some type of downtime?  How do we recharge the batteries?

My belief is that the answer lies in some combination of 1) strategically adding people to provide some level of reinforcement, 2) temporarily relaxing quotas and/or goals, and 3) building in some type of “active” downtime.

1) People – if you’ve ever been involved in a picnic tug-of war, especially one that lasted for a while, you can picture the immense advantage that one side would have by just adding one more energetic tugger.  In some instances, well-thought out staff additions could provide momentum to help carry you strongly into the Recovery.

2) Quotas – while any organization needs to achieve growth-related goals, this may be the time to right-size those goals to today’s market realities and the fatigue described above.  Even a thoroughbred horse will only go so far so fast without a break, no matter how much you whip it.

3) Downtime – Remaining conscious not to inadvertently add to existing stress levels, team building or fun-themed events may be a way of allowing employees to catch their breath.  Rebuilding positive feelings about the workplace can help to return it to a more vibrant, interesting and socially fulfilling place, rather than it being a hellish sweatshop.

I’d love to go on, but I’ve got to take a break!

Be Your Own Leadership Consultant

business_record

I recently wrote an article for the Des Moines Business Record on the importance of real leadership in the workplace. What I really tried to point out is how a real leader lives and thinks. I hope you will find this article helpful as you lead in your work, life and any other areas that you devote yourself too.

Article:

As the world and business continue to turn, grow and change, one thing is for sure. There is always a need for leaders – real leaders who do what they believe is right to move things forward and inspire others to come along. In times of struggle, leaders give hope; in times of uncertainty, they give direction. However, being a leader does not always mean having success; more times than not, it might mean failure. Being OK with failure, learning from it and moving forward may be the true definition of a real leader.

If you are reading this, you are probably in some form of leadership in your company. To be sure, though, being in a position of leadership is not the same as being a leader. I bet it wouldn’t take you long to think of people throughout your career who have been in positions of leadership but have been far from leaders. Maybe they lead by fear and intimidation or incompetence and blame. Real leadership is rare in the workplace.

A lot of companies bring in consultants to be leadership gurus and train their people how to lead. The only problem with that approach is that everyone is different; in leadership, one size does not fit all. Trying to form everyone with all of their different personalities and dispositions into one type of manager just ends up frustrating people.

Click here to continue reading.

 

 

Saving the World at Work

world at work book

Tim Sanders has recently relaunched his book Saving the World at Work. This is a great book that is definitely worth your time. I would encourage you to look at his book relaunch page and learn more about it. Tim’s writing style is compelling and his ability to tell a meaningful story is unmatched. This is an important book for our times as the focus on corporate social responsibility is becoming more of a determining factor for how companies partner together. As a part of the book relaunch Tim is donating a part of the proceeds to The National Association for Urban Debate Leagues.

To see a video from bnet discussing the book click here.

An excerpt from Saving The World At Work by Tim Sanders

In December 2006, footwear maker Timberland held its wholesale account reps sales rally in New Orleans, fifteen months after the city had been ravaged by Hurricane Katrina.

Timberland’s event planners always inject a local community service component into the agenda, so on the conference’s first evening, local leaders were asked to talk to the group about the battle to rebuild the city. On the second day, two hundred sales reps were taken by bus to New Orleans’ historic Central City district to work on a neighborhood restoration program.

The specific project they were assigned to was renowned chef Dukey Chase’s restaurant, a Central City neighborhood anchor, whose reopening meant a great deal to the area. So Timberlanders performed demolition, planted trees, hauled trash, and cleaned up a nearby playground, all working side by side with local volunteers.

In just a few hours, the Timberlanders made a difference in the restaurant and Central City’s restoration. But feeling the reps needed to understand more about New Orleans’ dismal situation, meeting planners decided to give them a tour of the Ninth Ward, one of the city’s most devastated areas. Jubilant while working so well at the Central City work site, the Timberlanders now became somber, realizing that even though one eatery had been spruced up, many parts of the city remained utterly uninhabitable.

At the end of the tour, the buses parked to allow the reps to get out and walk around the neighborhood. As they did, one rep noticed a makeshift community gathering spot constructed of tarps and rotted wood where a middle‐aged man in a baseball cap was taking notes on a clipboard. The sales rep started a conversation with the man and soon discovered that he was a volunteer community organizer who had lived in the Ninth Ward pre‐Katrina.

Moved by the moment, the rep asked the volunteer what the community center most needed. “Shoes,” the volunteer replied, pointing to a chalkboard that listed shoes at the top of the Please Drop Off list. “Used ones, new ones—we need shoes.” He then explained that many of the community service volunteers were working in flip‐flops and soleless shoes in an area littered with rusty nails and splintered boards.

 The Timberland employee immediately bent down, unlaced his boots, and handed them to the volunteer. He then walked barefoot back to the buses, where employees were loading up for the ride back to the hotel. A coworker, who noticed the sales rep wasn’t wearing his boots, asked why. “That man there told me that they needed shoes,” the sales rep replied, pointing to the community center. “I gave him mine.” The coworker stood up, left the bus, and gave the volunteer his shoes, too. The others watched, and acted: In the next ten minutes, the buses emptied out as all two hundred sales reps walked to the community center and donated their shoes or boots to the Ninth Ward, even though, for many of them, these Timberland boots were prized possessions.

The volunteer, overwhelmed, scrambled to keep pairs matched together, tucking laces into bootsand organizing them by size. All he could muster was a repetitive “Thank you, thank you” to every Timberlander. The trip back to the hotel was silent, as employees reflected on what they’d seen that day. A senior meeting planner later recalled, “It was the quietest twenty‐minute bus ride I’ve ever been on.”

 Do you want to know what happened next? The conclusion to this story is inspiring, but

you’ll need to read the book to find out what happened.

Breaking Out of Groupthink

groupthink

Have you ever been trapped in the frustration of a meeting that was not functioning well? Have you sat in a meeting where you did not speak your mind because you knew the risk, or the futility of it? Perhaps you have suffered through more bad meetings than you participated in useful ones. Have you ever sat in a meeting where nothing of value was accomplished, and it seemed like a terrible waste of time, yours and everyone else’s? Reflecting on it later, did you wonder what it was that caused the teams to be so ineffective?

The situations that lead to these nonworking meetings tend to fall into three categories:
1. We are so sure that everyone is in agreement that we don’t want to be the lone dissenting voice.
2. Our team has always been “right.” We have been on the cutting edge for as long as anyone can remember — therefore we must be “right” now.
3. The boss says we must — therefore we must.

To continue reading click here.

8 Tips to Marketing Your Company in a Recession

eight-ball

The signs of an imminent recession are all around us. The spillover from the subprime mortgage crisis is weakening both consumer confidence and the consumer spending—much of it on credit—that has been buoying the U.S. economy.

Companies should bear eight factors in mind when making their marketing plans for 2008 and 2009:

1. Research the customer. Instead of cutting the market research budget, you need to know more than ever how consumers are redefining value and responding to the recession. Price elasticity curves are changing. Consumers take more time searching for durable goods and negotiate harder at the point of sale. They are more willing to postpone purchases, trade down, or buy less. Must-have features of yesterday are today’s can-live-withouts. Trusted brands are especially valued and they can still launch new products successfully, but interest in new brands and new categories fades. Conspicuous consumption becomes less prevalent.

2. Focus on family values. When economic hard times loom, we tend to retreat to our village. Look for cozy hearth-and-home family scenes in advertising to replace images of extreme sports, adventure, and rugged individualism. Zany humor and appeals on the basis of fear are out. Greeting card sales, telephone use, and discretionary spending on home furnishings and home entertainment will hold up well, as uncertainty prompts us to stay at home but also stay connected with family and friends.

3. Maintain marketing spending. This is not the time to cut advertising. It is well documented that brands that increase advertising during a recession, when competitors are cutting back, can improve market share and return on investment at lower cost than during good economic times. Uncertain consumers need the reassurance of known brands, and more consumers at home watching television can deliver higher than expected audiences at lower cost-per-thousand impressions. Brands with deep pockets may be able to negotiate favorable advertising rates and lock them in for several years. If you have to cut marketing spending, try to maintain the frequency of advertisements by shifting from 30-second to 15-second advertisements, substituting radio for television advertising, or increasing the use of direct marketing, which gives more immediate sales impact.

4. Adjust product portfolios. Marketers must reforecast demand for each item in their product lines as consumers trade down to models that stress good value, such as cars with fewer options. Tough times favor multi-purpose goods over specialized products, and weaker items in product lines should be pruned. In grocery-products categories, good-quality own-brands gain at the expense of national brands. Industrial customers prefer to see products and services unbundled and priced separately. Gimmicks are out; reliability, durability, safety, and performance are in. New products, especially those that address the new consumer reality and thereby put pressure on competitors, should still be introduced, but advertising should stress superior price performance, not corporate image.

5. Support distributors. In uncertain times, no one wants to tie up working capital in excess inventories. Early-buy allowances, extended financing, and generous return policies motivate distributors to stock your full product line. This is particularly true with unproven new products. Be careful about expanding distribution to lower-priced channels; doing so can jeopardize existing relationships and your brand image. However, now may be the time to drop your weaker distributors and upgrade your sales force by recruiting those sacked by other companies.

6. Adjust pricing tactics. Customers will be shopping around for the best deals. You do not necessarily have to cut list prices, but you may need to offer more temporary price promotions, reduce thresholds for quantity discounts, extend credit to long-standing customers, and price smaller pack sizes more aggressively. In tough times, price cuts attract more consumer support than promotions such as sweepstakes and mail-in offers.

7. Stress market share. In all but a few technology categories where growth prospects are strong, companies are in a battle for market share and, in some cases, survival. Knowing your cost structure can ensure that any cuts or consolidation initiatives will save the most money with minimum customer impact. Companies such as Wal-Mart and Southwest Airlines, with strong positions and the most productive cost structures in their industries, can expect to gain market share. Other companies with healthy balance sheets can do so by acquiring weak competitors.

8. Emphasize core values. Although most companies are making employees redundant, chief executives can cement the loyalty of those who remain by assuring employees that the company has survived difficult times before, maintaining quality rather than cutting corners, and servicing existing customers rather than trying to be all things to all people. CEOs must spend more time with customers and employees. Economic recession can elevate the importance of the finance director’s balance sheet over the marketing manager’s income statement. Managing working capital can easily dominate managing customer relationships. CEOs must counter this. Successful companies do not abandon their marketing strategies in a recession; they adapt them.

Written by: John Quelch is Senior Associate Dean and Lincoln Filene Professor of Business Administration at Harvard Business School.

Does Kindness Build Retention and Employee Engagement?

michael-scott

If you feel that your boss is kind, chances are you look forward
to going to work every day, you’re more likely to put in a little
extra effort, and you might even delay that search for a new job. But
if you work for a boss who is a bully, all bets are off. That’s
according to a new survey conducted by American Management Association
(AMA) that examines how a boss’s character affects employee
performance and retention rates.

AMA surveyed 662 members and customers on a number of workplace
issues and character traits. First the good news: 75% of respondents
regarded their supervisors as “kind.” Now the bad news: 14% of
respondents indicated that their supervisors were, in fact, “bullies.”
The remaining 11% were neutral about their boss’s character. According
to the survey results, kind managers are associated with superior
performance in a number of ways.

“The AMA survey clearly shows how employee-manager relationships
influence performance, productivity and even bottom-line results,”
said Edward T. Reilly, president and CEO of American Management
Association. “It’s the law of reciprocity: When a manager shows
concern, his or her employees, in turn, support the manager. They do
this by putting forth a maximum effort, being more dedicated to the
organization, and by helping to achieve corporate goals.”

The AMA survey asked respondents if they plan to work for their
company for a long time. According to the results, 84% of employees
who report to kind managers said yes, whereas only 47% of employees
who report to bullies agreed. Similarly, when asked if respondents
look forward to going to work every day, 74% of employees with kind
bosses said yes, while only 32% of employees with bullies as bosses
agreed.

To see full study click here.

Avoiding Techie Turnover

nerd

Here are techie retention tips from Christopher Knight of ISP-Planet. (Guess what? These tips are good for retaining any employees.)

1. Make sure techies know what their next step or challenge is so that they know specifically how they can make more money or earn their next promotion. A sure-fire way to lose good tech talent is to do only annual reviews.

2. Stay in close mental contact. Your employees need to know that you care enough to help them reach the next level of personal or career success.

3. Don’t impose a cap that stops them from achieving their true potential. Provide an atmosphere that allows them to climb as high as their human abilities will allow.

4. Provide them with up-to-date, adequate equipment. If equipment is outdated, you will be able to retain only outdated technicians.

5. If your team works extreme hours, such as 60-70+ hours under extreme stress conditions, make sure you give them time off for themselves or their family, with pay.

6. Set aside play time each day or each week. Allow your staff to release tension and stress through play. Play can include nerf football, network quake, or any other game that allows every tech to escape the daily grind.

7. Drive sales so that your techies can have faith that they will be able to climb as your organization grows. Stagnating sales team performance will eventually spill over and result in your techies quitting on you.

8. Use stock-option incentives and/or bonuses based on performance, such as uptime, customer telephone, or e-mail return response, or increased server or network response times to ensure that your techies’ goals are in alignment with your organizational goals.

When you are recruiting and retaining—whether it’s techies or “the rest of us”—success starts with the same basic HR tool—the lowly job description. Yet in many organizations the job descriptions are neglected.

It’s not hard to see why—job description maintenance is easy to put off, and it’s not exactly glamorous HR. But that doesn’t mean it’s not critical.

Executive Retention is a Problem, Too

Below is my latest article from the Des Moines Business Record on Executive Retention. Please feel free to comment after reading it, I would love to hear your insight and opinion on the topic.

Article:

When I go out and speak to companies and organizations about the world of work, inevitably someone will ask me about retention. Typically, the question is framed around the lowest ranks of the company. I’ve yet to be asked about retention strategies targeted toward executives. You may not think executive retention is an issue. Think again.

The average tenure for company executives in America is four years. For a position that is expensive to fill and incredibly important for a company’s survival, I think a four-year average is barely enough to get any return on investment.

To read the whole article click here.

Webinar Alert: Managing Headcount in a Down Economy

Join Manpower Professional on Wednesday, November 12 (12 – 1 p.m. EDT; 11 a.m. – 12 p.m. CDT), as we host a complimentary webinar entitled:

Managing Headcount in a Down Economy

Recession means something different to every organization and all too many times, managing headcount implies layoffs as a primary strategy. It’s easy and it’s traditional, but it’s not the most effective way to deal with tough economic times.

We invite you to learn more about maximizing opportunities brought on by a challenging economy from Wally Bock, author and consultant known for his award-winning and popular Three Star Leadership blog. During this informative webinar Wally will discuss how HR’s response to an economic downturn should move company strategy forward while preparing the organization for the upturn to follow. The world of work is changing. Are you ready?

After your participation in this webinar, you will:

  • Understand the ways in which human resource solutions can be part of your organization’s integrated, strategic approach to an economic downturn.
  • Discover three strategies that businesses have used to weather prior downturns and emerge stronger.
  • Review the ways that this downturn will be different and what it means for you.
  • Discover the opportunities that a downturn often presents.
  • Walk through a step-by-step approach to strategically managing talent in a downturn.

>> Register Today

The Top 10 Tasks Managers are Asked to do Without Proper Training

Top 10 tasks managers are asked to undertake without receiving proper training:

Managers (U.S.) Managers (U.K.) Managers (Rest of Europe)
1. Project management 1. Managing people 1. Managing people
2. Technical tasks 2. Project management 2. Project management
3. Managing people 3. Leadership 3. Leadership
4. Leadership 4. Technical tasks 4. Technical tasks
5. Compliance related tasks 5. Finance related tasks 5. Team working
6. Business related tasks 6. Business related tasks 6. Problem-solving
7. Finance related tasks 7. Compliance related tasks 7. Finance related tasks
8. Team working 8. Team working 8. Communication
9. Problem-solving/Health & Safety 9. Desktop related tasks 9. Business related tasks
10. Desktop related tasks 10. Problem-solving 10. Compliance related tasks

Great Work Quote

Work is about a search for daily meaning as well as daily bread, for recognition as well as cash, for astonishment rather than torpor; in short, for a sort of life, rather than a Monday-to-Friday sort of dying.”

Studs Terkel (1912 – )
Historian and author

Stop Micromanaging! Five Tips to Help

Stopping micromanaging or the “my way or the highway” type of managing isn’t easy to do, so here are five points to keep in mind as you work to unleash, not limit, the potential of your team.

Remember you’re a leader first, expert second. When you coach your team members to best apply their knowledge and skills, you’re leading. After all, they are experts too. You don’t need to have all the answers. Shift from being an expert to an expert leader of people. Thomson quotes The Leadership Pipeline as she emphasizes the importance of this transition for new leaders: “The most difficult change for first time managers is to learn to value managerial work rather than tolerate it. They must believe that making time for others is a necessary task and their responsibility.”

Keep to the what, not the how. As a leader it’s your job to assign a problem or task (what has to be done) by clearly describing the desired outcome and all the parameters or constraints that your employees need to work within (e.g., scope, timing, resources, decision-making authority, internal politics). Your team members need to process the information you provide and explore ideas to determine the best course of action. Let them apply their creativity and expertise. Wood suggests advance planning as a way to keep to these boundaries: “One Vice President at our firm realized that by thoroughly planning the what — all the background information he thought his team member needed to know to be successful — it’s much easier for him to let the employee own how the work gets done.” Dana Zarnoch agrees with the recommendation, explaining, “A common mistake is that managers think they’re being clear about what they want only to find that they’re not. When their team member says ‘I get it,’ they actually don’t. It’s a frustrating situation for the manager and the employee. Working on the wrong things when you think you’re working on the right things is incredibly demotivating.”

Provide context. Employees also need to understand why their assignment is critical, explains Zarnoch. “Our research indicates that people want to be part of something bigger. That connection to customer and organizational benefits motivates them to do their best work. In addition, when employees understand the business context they make better decisions.”

Ask open-ended questions and listen. Since you’re not directing employees on the how of a task, you need to explore ideas with them. And despite your best intentions you might find yourself talking a lot about your ideas. Wood’s advice for redirecting the conversation is to ask open-ended questions. She says, “Tell yourself, ‘let me stop my mouth, ask a question, and then listen.’ Your team member will immediately re-engage. It doesn’t have to be an awkward situation.”

Know when to tell. There are times when there may not be a lot of options or room for new ideas. Zarnoch cautions, “If there are regulations that restrict the solution or you’re faced with a situation where you absolutely must be directive, don’t waste your team member’s time exploring ideas. As a leader you need to ask when you can, but tell when you have to.”

Micromanaging is a loss for the organization, a frustration for employees, and a waste of your time as a leader. So remember that the best way to achieve results may not actually be your way.

Original Source: BlessingWhite

Is The Dream Job Still Possible?

Most of us have landed in our jobs for a variety of reasons, and while I really do love what I get to do on a daily basis I know that is not the reality for most people in the workforce. If you were to go to the typical cube farm and yell out the question – “how many people here are doing what they were born to do?” How many hands do you think would go up? I bet I could count the number on one hand. I have been to countless meetings with companies to talk about staffing and later be contacted by that same person asking if I can help them find another job.

So is the idea of doing what we were meant to do, or the idea of the dream job not a reality in 2008 or going forward? I personally think there is now more opportunity than ever before for people to try new things and pursue the type of work that they would love to do. First it takes courage – it takes courage from an HR professional or Manager to tell someone they may be better off doing something else and that their current job doesn’t really fit them. Why does it take courage you may ask? Because nobody wants to intentionally hurt someone else’s feelings or create turnover in a company.

Instead we would rather let a low performer continue to perform lowly because they show up everyday. That is not true talent management. Sometimes we just need to be honest and admit that someone may not want to work at our company for the next five to ten years and create a work-plan around that for them to be engaged while they are here. We also need to realize that we are not doing anyone any favors by allowing them to continue to flounder in a job that truly brings them no happiness or life improvement.

It also takes courage on the employee side to be willing to not only have a dream and a goal, but also be willing to pursue that dream and goal – we should be respectful of both.

What do you think?

Is the dream job still possible? Is it easier for people to transition into work that is meaningful to them? Should HR and Managers be the ones to drive this type of thinking in organizations?

The Inner Life of Leaders

To what extent does a leader’s inner life affect his or her behavior and actions toward other people?

HBS professor emeritus Abraham Zaleznik, skilled in the practice of psychoanalysis and an admirer of the insights of Sigmund Freud, is well positioned to study the question. Zaleznik has authored or coauthored 15 books as well as the now-classic 1977 Harvard Business Review article “Managers and Leaders: Are They Different?” His latest book, Hedgehogs and Foxes: Character, Leadership, and Command in Organizations, explores motivation, decision making, and leadership skills as they progress in life and in business.

To learn more about the book and read Zaleznik’s reflections on it click here.

Then maybe you can answer the question, are you a Hedgehog or a Fox?

10 Tips For Engaging Your Employees

Here are ten steps you can take to ensure higher levels of engagement among your team members:

1. Reflect and recharge. Where are you on the engagement spectrum? (See # 9 below for clues.) You can’t help your team much if you’re spinning out of control or disengaged. If you’re not engaged, consider what matters most to you. Then consider where the organization needs you to focus your talents. Can a few job tweaks improve things? If you are fully engaged, how can you “infect” others?

2. Hire “engage-able” team members. One HR leader we interviewed underscored this point: “Our number one problem was lack of fit. We needed to hire people who could be successful. Instead of training square pegs to fit the round hole, we now try to hire round pegs.”

3. Earn trust every day. Trust provides the essential foundation for your effectiveness as a manager, whether we’re talking about engagement, innovation, or high performance. To build it, you need to reveal who you are as a person. Your title and accomplishments aren’t enough.

4. Stress employee ownership. You can’t create an engaged team if your employees don’t have clear visions of personal success. Make sure they know that you’re available to provide guidance, remove barriers, and help them find fulfilling work. However, they are ultimately the ones responsible for their success.

5. Find out where the bus is going — and remind people of the destination. If you’re not clear on your organization’s strategy, find someone who can give you some answers. Demand clarity — you owe it to yourself and to your team. Once you are clear, help your team members understand their role and prioritize the myriad tasks they face each day to achieve meaningful results.

6. Remember that feedback is a gift. Employees want feedback. They deserve information that can help them achieve their goals and the organization’s. Let them know what they do well so they can keep doing those things with confidence. Suggest course corrections to help them use their time and effort most efficiently.

7. Talk and listen more. Communication (especially in today’s email-driven workplace) is often one-way. Conversation, on the other hand, is about dialogue between two or more people. Conversation drives clarity. It is by far the most effective vehicle for providing performance feedback. It is the only way to efficiently generate new ideas for increasing business results and personal job satisfaction. It helps prevent misunderstandings. It builds trust.

8. Match projects, passion, and proficiency. Every person comes to work with a different combination of personal values, talents, and goals, which they are looking to satisfy on the job. They don’t necessarily want a lofty title, a higher salary, or your job. If you can help them connect what’s important to them with what’s important to the organization, you can make a positive impact on their job satisfaction, commitment, and contribution.

9. Get to know your team members. You don’t need to be their friend. You do need to know what makes them tick. Where are they on the engagement spectrum? Pay attention. Ask questions. More than three-quarters (79%) of employees in North American don’t qualify as “fully engaged.” They are:

  • Almost Engaged: Among the high performers and reasonably satisfied with their job. They have the shortest distance to travel to reach full engagement, but are also at risk of jumping ship if the offer is right.
  • Honeymooners and Hamsters, who contribute little to the success of the organization. Honeymooners are new to the organization (or to their role) and aren’t yet fully productive. Hamsters may work hard but are focused on the wrong things (they’re not “going anywhere,” like hamsters running on a spinning wheel).
  • Crash & Burners: Disillusioned and near exhaustion. They are top producers who are not satisfying their personal definition of success and satisfaction. If left alone, they may slip into disengagement and bring down the morale of those around them.
  • Disengaged: The most disconnected to organizational priorities, who are not getting what they want from their work. They may stick around because of what they get (a decent paycheck or favorable job conditions) but they’ll contribute minimally. Some disengaged employees will leave, but more likely they’ll just talk about leaving — and bring everybody else down.

10. Tailor your coaching strategies. Invest in your Almost Engaged team members, providing feedback, more resources when possible, and continuous opportunities to excel. Get your Hamsters on the right track if they are happily lost or spur them into action if they’re coasting by providing or by reinforcing expectations and communicating changes. Help the Honeymooners understand their top priorities and discuss what they specifically need to do to be successful on the job. Take a timeout with the Crash & Burners to take stock of how they’re feeling and clarify what personal success looks like to them. Then provide more resources if you can, development opportunities, feedback, and perspective when competing priorities loom large. Size up your Disengaged. You may need to coach some out of the organization for their own good… and yours. Spell out expectations with the rest, take stock of their interests and talents, and try to provide opportunities for them to do work that matters. And don’t take the Engaged for granted. Full engagement is hard to sustain on one’s own. Nurture them, recognize them, stretch them, and develop them. Keep them involved.

But remember, as a manager — the catalyst for successful workforce engagement — you need to be enthused and in gear in your own job every day. Now scroll up and re-read Tip #1!

YOU Must Engage Your Employees!

Although North America has one of the highest proportions of engaged employees worldwide, fewer than 1 in 3 employees (29%) are fully engaged and 19% are actually disengaged.

Engaged employees are not just committed. They are not just passionate or proud. They have a line-of-sight on their own future and on the organization’s mission and goals. They are “enthused” and “in gear” using their talents and discretionary effort to make a difference in their employer’s quest for sustainable business success.

There is a clear correlation between engagement and retention, with 85% of engaged employees indicating that they plan to stay with their employer through 2008. An effective employee retention strategy is based on an understanding of engagement.

Moreover, engaged employees stay for what they give (they like their work); disengaged employees stay for what they get (favorable job conditions, growth opportunities, job security).

The most common factors influencing job satisfaction are:
■ More opportunities to use talents
■ Career development and training.

This holds true across engagement levels, intent to stay, generations, and job titles.

Drivers of increased contribution vary. Employees who are aligned and already expending discretionary effort are looking for more resources. “Greater clarity about what the organization needs me to do and why” was the top response for employees who, although their level of satisfaction may vary, are at the lowest levels of contribution.
Tales of bullying bosses are exaggerated, but the bad managers out there are cited as the third most common reason for leaving (trailing lack of career growth and dislike of the actual work).
Three in four (75%) employees trust their immediate managers. This finding is consistent across generations, functions, and, for the most part, job titles. 44% of disengaged employees actually trust their managers.
Consistent with findings from past studies, managers fall short in encouraging and rewarding their employees’ use of talents. Although two-thirds of managers overall appear to do this, employees at the lowest engagement levels clearly lack their manager’s support in leveraging their unique capabilities.
Only about half (53%) of employees trust their organization’s senior leaders — the people who set the tone for organizational culture and need to inspire high-performance and commitment.

Key Implications and Recommendations
Employee engagement is a complex equation that reflects each individual’s unique, personal relationship with work. As such, there are limits to what organizations can do with broad-brush workforce processes or communication programs. At a macro level, you need to provide resources, tools, and the overall workplace environment that supports engagement. Ultimately, at a micro level, employees, with their managers’ help, need to establish a thriving personal connection with their work and carve out a satisfying future in the organization.
The most successful organizations make engagement an ongoing priority, not a once-a-year event. They take a multi-faceted approach to address problem areas and improve engagement scores organizationwide.

Those best practices include:
Maximize managers – they are the main connection in the employee engagement equation..
Align, align, align - clarify strategy and organizational goals.
Redefine career – employees need line-of-sight on their future to be truly engaged.
Pay attention to culture – culture and employee motivation go hand-in-hand.
Survey less, act more - don’t rely purely on an employee engagement survey to drive your strategy

Statistics Bassed on BlessingWhite’s Employee Engagement Report 2008.

Three Free Ways to Give Your Employee Gas Relief

Many employers want to help their employees save money. On the downside, many employers are also feeling pinched by price increases and may not be able to help out much (besides, you know, providing a job that pays money). So here are three free things you can do to help your employees without incurring costs:

1. Flexible Time – Allowing employees to come in during non-rush times is a huge advantage. Imagine a 20 mile commute that usually takes 45-75 minutes to complete. During non-rush times, this can be reduced to 30 minutes. Not only is that an advantage gas wise, it is also an advantage time wise.

2. Compressed Work Week – Along the same lines as flexible time, you can allow your employees to come in one less day a week. Utah state offices are on the verge of doing it and not only is it a big plus with the employees, they also get more coverage (state agencies can be open from 7am-6pm with staggered schedules). One group can work M-Th and the other can work Tu-F (I’d prefer the latter).

3. Telecommuting – If a person’s job is done mainly on computer, at least part of the work week can be spent at home. You can have a person telecommute on Monday and Friday and come into the office Tuesday through Thursday.

And if these changes aren’t radical enough for you, you can go to a Results Only Work Environment (ROWE) where there are no meetings, no mandatory hours and everyone is evaluated based on their contribution.

On the flip side, every employer can think of reasons not to implement these sorts of changes. Instead of thinking that way, think of ways you can implement these because for something that costs you nothing (or close to nothing), it is certainly a huge benefit for employees.

HT: Your HR Guy