Employee Engagement – Doug Dickerson on Leadership

Who’s In Your Circle?

Posted April 17, 2025
by admin
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A real friend is one who walks in when the rest of the world walks out. – Walter Winchell

An incredible thing happened recently at the San Diego Zoo. In case you missed it, let me bring you up to date.

On April 14, a 5.2 earthquake struck the area. Instinctively, the elephants sprang into action to protect their babies and the rest of the herd. In doing so, they formed what is known as an “alert circle”. In a circle, the older elephants scrambled to surround and shield the two 7-year-old calves.

Mindy Albright, a curator of mammals at the San Diego Zoo Safari Park, said, “They sort of freeze as they gather information about where the danger is. Elephants are known for being highly intelligent and social animals; they can sense sound through their feet. When they perceive a threat, they often bunch up together in an “alert circle”, with the younger in the center and the adults facing outward to defend the group.

Once in the alert circle, the female elephant repeatedly tapped a younger male elephant on the back and face with her trunk, as if to say, “Things are okay, stay back in the circle.”

Click here to read the story.

One of the most fascinating things about what happened when the earthquake struck was how quickly the older elephants responded and immediately moved into place to protect the others. Albright added, “It’s remarkable to see that those family bonds are so strong that they come together immediately to care for one another.”

Think about your leadership style as a starting place. Is the welfare of the people you lead a matter of importance to you? In what ways do you show it, and in what ways has it become a part of your culture? How quickly can your team mobilize to protect and defend one another?

Here are a few leadership characteristics we can learn from the elephants that can help you. Applying these can be beneficial to you and your team.

Engaged in their environment

It was said that when the earthquake struck, the elephants picked up on the signals that prepared them to act.

A tip from the elephants: As a leader, you must lead with awareness. As you lead with this awareness and it becomes a basic instinct in your culture, you can be calm and know what to do. What is important to note here is that the elephants sensed the pending threat ahead of time, and each of the adult elephants knew their role in protecting the rest of the herd.

Additional Resource: Your Leadership Rewards Program

Remain calm

According to the story, the elephants were in their enclosure foraging for food when the rumblings began. What happened next is fascinating. Sensing the impending danger, they stopped what they were doing and started looking around. They gathered at the center of the enclosure and stood completely still. Albright said, “They’ve got their ears out. They’re listening. They are trying to gather as much information as they can so they can decide what our next move is.”

A tip from the elephants: In leadership, it’s essential to remember that being calm is important. Before springing into action, it’s okay to pause and gather your facts before taking action. When critical decisions are being made and time is of the essence, being calm gives you the clarity of mind that you need.

Additional Resource: Conflict Resolution to Communication Resolution

Defend your herd

It was noted from the story that the elephants were communicating with one another. It’s done on a frequency far below our ability to hear, but they were likely communicating the entire time. It didn’t take long to reach a consensus, and then they sprang into action, forming the alert circle. It was interesting to note that alert circles are a perfectly normal behavior in elephants.

A tip from the elephants: As a leader, you need to be situationally aware of what’s taking place around you. You need to lead with calm and confidence, and having one another’s backs is top priority.

Who’s in your circle?

Additional Resource: Who Are You Cheering For?

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The Price of Peace

Posted February 19, 2025February 19, 2025
by admin

Lord, make me an instrument of thy peace. Where there is hatred, let me sow love. – Francis of Assisi

What is the price and value of peace to you? To what extremes do you go to keep the peace at work or home? Are you, by nature, the peacemaker during a conflict? What do you give up in the process? How far are you willing to go to maintain and protect it? These are all challenging questions- especially for leaders.

Research by SHRM late last year revealed that among 1,000 employees, two-thirds (66%) say they have experienced or witnessed incivility in their workplace. The most common forms of incivility witnessed or experienced included addressing others disrespectfully, interrupting or silencing others while speaking (34%), and excessing micromanaging or monitoring.

The Oxford Dictionary defines peace as “freedom from disturbance; tranquility.” However, what constitutes peace for one person in the workplace may look quite different from the person in the cubicle beside you. One person’s “disturbance” may be another person’s means of achieving the same goal as you, just in a different way. If offending you is the price of achieving the same goal, they are not bothered by that.

Patrick Lencioni once observed, “When team members trust each other and know that everyone is capable of admitting when they are wrong, then conflict becomes nothing more than the pursuit of truth or the best possible answer.” So, how do you reconcile this as a leader who desires results while maintaining a healthy balance of peace and disturbance? I believe some honest conversations are necessary to achieve this. Let’s explore a few organizational questions for consideration.

Have proper boundaries and trust been established?

Healthy boundaries in your workplace begin with healthy relationships. Click To Tweet Healthy boundaries in the workplace don’t happen by chance. When relationships are prioritized and developed, suspicions over motives are diminished. How have you intentionally made space for healthy and necessary dialogue that, with a few, may look like the absence of peace?

When trust is established, healthy relationships can thrive. Trust is established not by keeping your people isolated and separated but by bringing them together. As a leader, you can’t just hope this happens; you must facilitate and prioritize it.

Additional Resource: Read my article The Centrality of Trust in Leadership

What accountability measures do you have in place?

Healthy workplaces exist because accountability is front and center. When your team members have high levels of buy-in, they will have high standards they will fight to preserve. This means holding each other accountable for the culture and workflow.

When this exists in your organization, the responsibility of accountability is shared – in other words, it isn’t all solely upon your shoulders. It’s shared and mutual, as it should be. D.A. Abrams observed, “Accountability is the difference between good leaders and great leaders.” Which do you want to be?

Additional Resource: Read my article Five Excuses That Kill Accountability

Do you and your team understand the difference between peace and conflict?

For many, it makes them uncomfortable when things are unsettled or out of alignment. This may lead to feelings that the workplace is toxic or less desirable. Clearly, toxic workplaces are not healthy, nor is this what I am speaking of here.

A healthy workplace culture can thrive with the right balance of tension and civility. It’s not an either-or situation. It can be healthy when team members come together in trust and with an open mind, indicating that we are a team of people committed to each other and our goals and objectives.

Conflict will occur as long as the “peacekeepers” see the “disrupters” (those with no malicious intent or otherwise purposefully sabotaging your culture) as the enemy. However, seeing them as partners in the cause for the same goal can drastically improve things.

Walking this tightrope as a leader is about building bridges while prioritizing relationships and communication.

Additional Resource: Conflict Resolution to Communication Resolution

How are you keeping the peace today?

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Don’t Touch The Thermostat

Posted February 10, 2025February 10, 2025
by admin

Be a thermostat, not a thermometer – Dr. Martin Luther King, Jr.

The earliest recorded history of the thermostat dates back to 1620 when the Dutch inventor Cornelius Drebbel used mercury to control the temperature in chicken coops.

Later, in 1830, Andrew Ure, a Scottish chemist, patented the first modern thermostat, a bimetallic device that curved with temperature changes. In 1883, Warren S. Johnson developed the first electric room thermostat, which allowed for more convenient room temperature regulations in buildings.

I don’t know about your home, but thermostat battles have loomed large in mine for many years, dating back to when our two daughters lived there. Since then, finding the right setting has been a constant struggle.

My wife and I are empty-nesters, and it is still challenging as we age. The battle of the thermostat continues as our bodies fluctuate between being hot and cold. Depending on the hour, our home may have a nice warm tropical feel; the next, it could be an arctic blast. There’s no rhyme or reason, but the electric company loves us.

In leadership, you constantly struggle with being the thermostat. As a thermostat, you desire to set the pace for yourself and your team. The thermometer reflects the actual temperature. The challenge is getting everyone in their sweet spot of performance.

Mary Kay Ash observed, “The speed of the leader is the speed of the gang,” and this is your challenge as a leader. Is your speed or thermostat setting one that works for your team? Finding the right balance is essential for success. Here are three considerations for you to think through.

When your thermostat and expectations are set too low

If this is ever the case for you as a leader, you will cultivate an underperforming team. Finding and achieving excellence will always be elusive because your thermostat or standard is too low. As such, nothing noteworthy is being accomplished.

When no one within your organization is challenged or inspired by your vision and leadership, morale will be low, turnover will be high, and people who strive to create, grow, and be successful will be on the way out sooner rather than later.

Your people will embrace your leadership, vision, and dreams when they see that you have not set the bar too low and are pursuing them with excellence.

When your thermostat and expectations are too high

As a leader, you must have high expectations and goals. People need to know what they are, their role in meeting them, have accountability measures in place, etc., but as the leader, you also live in the tension between the two.

When expectations are too low, little is accomplished. When expectations are too high, the same could hold true even if the right motivations are present. So, how do you navigate this tension as a leader?

When your expectations and thermostat are optimal

Individual performance in the workplace is optimal when you set and model the thermostat (the pace and flow). Individual team members can adjust their thermostats to meet those expectations when set. They know where the bar is for performance and output.

When this happens, team members can reach and exceed their goals under the best conditions. Productivity can increase, morale can flourish, and it’s happening in an environment that is right for them.

This will challenge you as a leader because it begins with you. You will set the standard others will follow, so strive for optimal performance.

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Conflict Resolution to Communication Resolution

Posted January 15, 2025
by admin

Peace is not the absence of conflict. It’s the ability to handle conflict by peaceful means. – Ronald Reagan

There’s an old story about two men who lived in a small village and got into a terrible dispute they could not resolve. To resolve the conflict, they decided to talk to the town sage. The first man went to the sage’s home and told his version of what happened. When finished, the sage said, “You’re absolutely right.”

The next night, the second man called on the sage and told his side of the story. The sage responded, “You’re absolutely right.” Afterward, the sage’s wife scolded her husband. “Those men told you two different stories, and you told them both they were right. That’s impossible – they both can’t be right.” The sage turned to his wife and said, “You’re absolutely right.”

This humorous story reminds us that during conflict, most people see themselves as on the right side of the conflict. They identify the other party as the ones in the wrong, and the hamster wheel keeps spinning until they eventually “agree to disagree.” In the end, nothing changes, nothing improves, and nothing is gained.

Here’s the principle most people miss: There must be communication resolution before conflict resolution.

We hear and read so much about conflict resolution in many leadership circles. It’s almost as if the primary goal is to be as far removed from conflict as possible – thus producing and generating a “healthy” workplace culture.

As a leader, you can work tirelessly to create an environment where “conflict resolution” abounds and people smile all day. Still, underneath the surface, tensions and the general feeling that peace must be maintained at all costs are causing many to feel as though they are walking on eggshells.

What if there was a better way? What if you could have a culture where healthy disagreements could occur – and dare I say it – it’s encouraged? Imagine a culture where civility and disagreements are welcomed and discussed in a way that moves you closer to your goals and objectives.

Many conflicts at home or work can be traced back to poor communication skills. Listening skills primarily revolve around waiting to respond and not seeking to understand. The list goes on. But when you sharpen your communication skills, you also sharpen – indirectly, your ability to resolve conflict. As a leader, this is an invaluable tool. Let me give you some general starting points for communication resolution. Remember that this is not an exhaustive list, but a good place to start.

Resolve to build trust

Communication rises and falls on trust. If your people don’t trust you, the conflict will be ever-present in your organization. The foundation of resolving conflict is measured by a shared trust that, despite any conflict, is knowing that we can trust each other.

Resolve to bring people together, not keep them apart

The longer people are kept apart, the more prolonged tensions have to fester and boil over. When your team is not sitting down together and communicating, there is more of an opportunity for conflict to grow.

Resolve to listen more than you speak

Your role as a leader is to facilitate communication, not lecture. A good rule of thumb is to talk less, listen more, and weigh in when needed. The more your team communicates with each other, the more they will discover that there is usually more that unites them than divides them. Give them space to figure it out.

Resolve to lead with humility

Your responsibility as a leader is not to walk away from conflict but to open communication channels. It’s not about pulling rank, keeping score, or winning at all costs. It’s about being a servant leader who cares more about your people than winning.

Next week, I will discuss this topic further with you, including some action steps you can implement to help you build a team that understands the value of communication.

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When We Disagree

Posted November 18, 2024
by admin

Disagreement is inevitable, but disrespect is unacceptable. – John Maxwell

Years ago, Charles Swindol shared a story about meeting a gentleman who served on one of Walt Disney’s original advisory boards. He recounted being told how tough those early days were, but that the remarkable, creative visionary refused to give up.

He told the story of how Disney responded to disagreement. He said that Disney would occasionally present some unbelievable, extensive dream he was entertaining. Almost without exception, the members of his board would gulp, blink, stare back at him in disbelief, resisting even the thought of such a thing.

But unless every member resisted the idea, Disney usually didn’t pursue it. The challenge wasn’t big enough to merit his time and creative energy unless they were unanimously in disagreement.

I believe in many ways that Disney was not only a pioneer in the realm of entertainment, but in many respects what healthy disagreement can look like from a leadership and management perspective.

It would be safe to say that many frown upon disagreement and many do not speak up for fear of being labeled as a trouble-maker. Rather than voicing disagreement, many opt to just go along and get along for the facade of unity.

When this happens – whether by design or by default, creative thinking is sidelined, great ideas are silenced, and morale is compromised. But it doesn’t have to be this way.

General George S. Patton said, “When everyone is thinking alike, then someone isn’t thinking.” And this is precisely the reason why we need to learn the art of respectful disagreement and restore it to its rightful place.

To be sure, we live in a divisive culture as a whole. Our recent elections here in the U.S. showcased that point. And while disagreement is normal, division is a choice. In practical leadership terms, what does and should that look like? Here are a few tips for consideration for your consideration.

Welcome disagreement

As a leader, the best way to handle disagreement in your workplace culture is to welcome it. Not so that your people sit around and come up with ways to be disagreeable for no legitimate reason, but to demonstrate that respectful disagreement is healthy for the organization.

You want all points of view to be represented and people to know that you are a leader who listens and seeks the best options. If people in your organization are afraid to speak up, then most likely it’s a leadership issue that resonates with you. Your job is to set the table and hear from everyone.

Remove the barriers and misconceptions

How sad it is that in some organizations people do not speak up for fear of retribution, not being seen as a team player, or being seen as an obstructionist, etc. These are all valid fears or concerns that many have. As a leader, you need to address those fears and misconceptions and create an environment where a diversity of opinions – even those different from yours, are voices, heard, and when possible, acted upon.

When you remove the barriers to open and honest communication, you also build new levels of trust with your team. In return, morale is boosted and more people have buy-in and a sense of belonging and purpose. But this can’t happen if you are an insecure leader who doesn’t welcome input.

Respect for all

Gandhi said, “Honest disagreement is often a good sign of progress.” And while making progress is the goal, it should not come at the expense of anyone being disrespectful toward those with differing views. And after all differing views have been expressed, there still may be lingering disagreement on the path forward. But respect should always prevail.

Healthy disagreement is a sign that people are invested, engaged, and care about the issue at hand. That alone deserves respect. Your job as a leader is to honor that and make sure others on your team do as well even when they disagree.

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Are You Questioning Your Own Thinking?

Posted November 4, 2024
by admin

We cannot solve our problems with the same thinking we used when we created them. – Albert Einstein

At the turn of the century, Blockbuster reigned supreme in the video rental industry. If your family craved a movie night, chances are, someone had to drive to one of Blockbuster’s 9,000 stores, stroll through rows of DVD-lined shelves, and hand a membership card to a blue-clad employee.

When Reed Hastings, founder of the fledgling startup called Netflix, met with Blockbuster CEO John Antioco in 2000 to propose a partnership, he was laughed out of the office.

Despite changing consumer preferences, Blockbuster doubled down on its store-first model by offering popcorn, books, and toys, while Netflix experimented with a subscription model and no late fees. Only 10 years later, Netflix became one of the largest streaming sources on the internet. Blockbuster declared bankruptcy.

That story is a reminder of what potentially can happen if we do not question our thinking and systems regularly.

Andy Stanley once observed “We should remember that every tradition was originally a good idea – perhaps even revolutionary. But every tradition may not be a good idea for the future.”

Think about your current systems and ways of doing things whether in the context of your organization or elsewhere. What traditions or ways of doing things remain in place? How long has that been? Would they still be considered a good idea or revolutionary by today’s standards?

I am not advocating dumping standing traditions for the sake of dumping them. I am challenging you to question your thinking about them. How could an honest assessment potentially be beneficial to you? Consider the following.

How many of the current traditions and ways of doing things in your organization are inherited or passed down over time?

There may be ways in which you operate in your organization and no one quite understands why other than to say “This is the way we’ve always done it.” If so, now might be a good time to evaluate whether a change can be made.

What would be the most uncomfortable thing about making a change to your standing traditions?

Would it be the fear of possible pushback? Would it be the fear of it being obsolete and time to replace it?

What new advancements in operating systems, technology, and training exist now that didn’t when your traditions were first established?

Over time, things streamline and improve. What advancements and updates could help you operate more efficiently? What training and development would improve employee morale and engagement? Give yourself permission to keep up with the times you are now in.

Are the original goals of your traditions being met and achieved?

If not, why are you still holding on to them? Is it time to do away with them or refine them? Either way, no standard way of doing things should exist if they are not moving the needle in the right direction.

Are you the catalyst for change or the status quo?

There comes a time when every leader must come clean with an honest answer to this critical question. Are you holding your organization, team, or yourself back because you are stuck in the past? Does the memory of the “way things used to be” mean more than the possibility of what could be next?

Questioning your thinking is not easy. It speaks to your motives, your vision, and yes, to your relevance as a leader going forward.

John Maxwell was right when he said, “If you want to reject popular thinking in order to embrace achievement, you’ll have to get used to being uncomfortable.” And this is why it’s important to question your own thinking.

What questions are you asking yourself today?

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Who Are You Cheering For?

Posted May 29, 2024May 29, 2024
by admin

We rise by lifting others. – Robert Ingersoll

I read a story by Jeffrey Zaslow some time ago as he recalled his father coaching a team of eight-year-olds in baseball. “He had a few excellent players and some who just couldn’t get the hang of the game. Dad’s team didn’t win once all season. But in the last inning of the last game, his team was only down by a run. There was a boy who had never been able to hit or catch the ball. With two outs, it was his turn to bat. He surprised the world and got a single.”

The next batter, Zaslow explained, was the team slugger. He continues, “Finally, Dad’s team might win a game. The slugger connected, and as the boy who hit the single ran to second base, he saw the ball approaching him. Not certain of baseball’s rules, he caught it. Final out! Dad’s team lost.”

“Quickly, my father told his team to cheer. The boy beamed. It never occurred to him that he lost the game. All he knew was that he had hit the ball and caught it for the first time. His parents later thanked my dad. Their child never even got in a game before that season. We never told the boy exactly what happened. We didn’t want to ruin it for him. And ‘til this day, I’m proud of what my father did that afternoon.”

The story is an inspiring example of what it means to cheer for others and support those around you even when it would be all too easy to do otherwise.

In far too many workplaces, we see cultures of unhealthy competition instead of healthy collaboration. Getting ahead seems to be more important to some than getting along.

However, it will come as no surprise that productivity and workplace culture significantly improve with recognition and seeing each other as colleagues, not as competitors.

In a Nectar State of the Workplace survey, respondents weighed in by affirming the following:

83.6% of employees surveyed said that recognition drives their motivation to succeed at work
77.9% of employees surveyed said they would be more productive if their employer recognized them more frequently
81.9 % of employees said that recognition for contributions improves employee engagement

These statistics should not surprise any leader who sees, recognizes, and values the value of his or her team members. Good leaders understand this and make it a practice.

Let me ask you, who are you cheering for? Can you celebrate the successes and wins of those around you even when not experiencing one yourself?

As a leader, your ability to cheer on those around you happens when these three things happen.

You can cheer others when you set aside your ego

The leadership lesson here is simple – it’s not about you. You will be a more secure leader when you acknowledge and embrace this fundamental premise of leadership. When you can check your ego at the door, you win and are now positioned to cheer those around you with no hidden agenda or motive.

You can cheer others when you value the team over yourself

Your team will succeed when they see what they do as something greater than themselves. While roles, responsibilities, and contributions will vary, the team wins when each person values the team over self.

You can cheer others when you don’t care who gets the credit

Lao Tzu said, “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” And this is the beauty of your role as a leader- to shine the light on others as the wins are celebrated.

Who are you cheering for today?

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Leadership and the Toxic Workplace Culture (Part 1)

Posted June 29, 2023
by admin

Who you attract isn’t determined by what you want. It’s determined by who you are. – John Maxwell

A quick toxic workplace culture Google search netted more than 43 million results. To say that toxic workplace cultures are not prevalent would be grossly inaccurate.

What is a toxic workplace culture? How do you know if you are in one? What can be done about it? These are more than just curious questions. For far too many, these are some of the most relevant questions many in the workforce want answers to.

A good working definition comes from a post at CareerPlug. They define a toxic work environment as a “workplace where a negative atmosphere caused by coworkers, supervisors, and/or company culture makes it difficult to work or progress in a job.” In the same survey, 87% of respondents, when asked, said they had experienced such an environment.

My purpose here is not to throw around too many statistics and figures. That toxic workplace cultures exists speaks for itself. But I will sparingly use some for the sake of context.

Writing in Forbes, Bryan Robinson, author of Chained To The Desk In A Hybrid World says, “More than 90% of North American CEOs and CFOs believe that improving their corporate culture would benefit financial performance. Although most leaders acknowledge that their organization’s culture is not as healthy as it should be, many don’t know where to start (emphasis mine). But time is running out.”

This admission of not knowing where to start is a telling revelation as it relates to leadership. Knowing that there is a problem does not translate into being able to do something about it. When/if leadership is paralyzed by the inability to act in a decisive way, the people - the culture, suffer. Click To TweetAnd what’s troubling about this is, people in the organization are not waiting around for things to improve. Employees who are tired of waiting are moving on. Can you blame them?

My leadership mentor, John Maxwell says, “Everything rises and falls on leadership”. And as it pertains to toxic workplace cultures, the absence of engaged leadership creates a void (intentionally or by default) that must be filled. And unfortunately, this is the root of many toxic workplace origins – not exclusively, but certainly a strong contributing factor.

So what’s the starting place for leaders? In part one of this series, I believe the focus has to be on those in leadership. Here are some starting points for consideration.

Leaders must define the culture

Simon Sinek says, “Corporate culture matters. How management chooses to treat its people impacts everything – for better or for worse.” And this is where leaders must step up. The type of culture you want is determined by who you are. The creation of your corporate culture begins with the leader and expands from there. In order to build a of culture of excellence, integrity, loyalty, passion, etc. it first must reside in the leader. This is where it must begin. The absence of these qualities in the leader will produce the absence of them in the organization. From there, the leader sets the tone in words and in actions. Again, who you attract isn’t determined by what you want. It’s determined by who you are.

Leaders must defend the culture

It’s just not enough to point out the values that you say define your culture. You must live it and breathe it, and ultimately, you must defend it. So how does a toxic culture evolve in an organization? It happens when the leader phones it in and believes that because the values and mission statements are written in a dusty policy handbook the job is done.

Your company culture and workplace must be defined and defended by those in leadership. And this means holding yourself and others accountable for it. Without this safeguard, you are on a slippery slope. As a leader, you must fight for your culture.

Next week I will look at specific things leaders can do to enhance employee engagement and put a stop to toxic workplace cultures.
Read more about employee engagement and workplace culture in my book: Employee Engagement -Creating Space for Engaged Employees and Healthy Culture Click here to order my book on Amazon
For more information about employee engagement and workplace culture workshops, email me at: [email protected]

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Are You Listening?

Posted November 14, 2022January 13, 2023
by admin

There is a difference between listening and waiting your turn to speak – Simon Sinek

Dana Visneskie tells the story of a Native American and his friend in downtown New York City, walking near Times Square. It was during the noon lunch hour and the streets were filled with people. Cars were honking their horns, taxicabs were squealing around corners, sirens were wailing, and the sounds of the city were almost deafening.

Suddenly, the Native American said, “I hear a cricket.” His friend said, “What? You must be crazy. You couldn’t possibly hear a cricket in all this noise.”

“No, I’m sure of it, the Native American said. “I heard a cricket.” “That’s crazy,” said the friend.

The Native American listened carefully and then walked across the street to the big cement planter where some shrubs were growing. He looked into the bushes, beneath the branches, and sure enough, he located the cricket. His friend was utterly amazed. “That’s incredible,” said his friend. “You must have super-human ears!” “No,” said the Native American. “My ears are no different from yours. It all depends on what you’re listening for.”

It was not surprising to read in a Business News Daily article that in a study, 64% of 675 professional workers in the U.S. and Canada who were polled said that “leaders making decisions without seeking input” was the biggest problem. If that were not bad enough, the article added that 38% of respondents said that “leaders dismissing ideas without exploring those ideas” is the second biggest reason why people don’t take initiative.

And herein lies the problem – the disconnect if you will, between leaders who do not listen and why people are not more engaged in their work. If those in leadership simply do not listen or dismiss ideas out of hand, where is the incentive to be more engaged?

Consistently in any employee engagement survey or reading on the topic, it will almost always identify listening as one of the major concerns on the minds of its respondents – and rightfully so. Until we can get this right, it’s going to be hard to make tangible progress anywhere else.

So how can a leader develop this important skill and increase their influence regardless of where they serve? I believe it comes down to a few key concepts that when put into practice can pay great dividends.

Be proactive

A good leader will always listen to his or her people. But a proactive leader will initiate the conversations. A proactive leader has his finger on the pulse of the organization and will not sit back and wait for people to come to him, but will move toward the people.

A proactive leader is essentially a proactive listener. Click To TweetThis means that the leader is actively engaged with his or her people and sees this engagement as a means to better serve the organization.

Proactive leaders are asking and listening to questions such as: What can we do to improve our product or service? What can we do to improve our culture? What resources do you need? What happens if we don’t change? How can I help you?

By asking proactive questions you keep your pulse on what’s happening, what your people are thinking, and how to best serve them.

Be present

Your ability to listen is predicated by your ability to be present in the moment. This is done by being fully engaged and removing all distractions. By doing this, your people will know that they are important and that you are genuinely interested in what they have to say.

Leaders who are present in the moment and are actively listening stand to gain a lot of insight that would otherwise be missed. Leaders who are present are asking questions like: Currently, what is your greatest challenge? If you could change one thing, what would it be? As a team, do you believe that we are moving in the right direction? What do I need to know that I don’t? What are your growth goals and how can I help you achieve them?

Be prepared

As a leader, you need to be asking key questions of your people and listening. It’s not something that you do to appease your people and give the impression that you care only to walk away and not act on it. Your people do not need or want your lip service.

Leaders who listen should be prepared to act on what they’ve heard. The only thing worse than not being engaged and listening to your people is to have those conversations and not act on them. Click To Tweet As a leader, you need to be prepared to listen and then act.

Final Thoughts

Bryant H. McGill said, “One of the most sincere forms of respect is actually listening to what another has to say.” And this will always be one of your greatest challenges as a leader. So make it a point to be proactive, be in the moment, and be prepared to act on what you’ve heard. You’ll be the better leader for it and your people will greatly appreciate it.

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Why Do The Bad Ones Stay?

Posted November 1, 2022January 13, 2023
by admin

Choose your companions before you choose your road. – Patrick Lencioni

In this space back in 2019, I wrote an article entitled Why Do The Good Ones Leave? In that article, I shared various reasons why good people leave organizations. Those reasons included: leaders with no boundaries, no vision, limits placed on potential and opportunities for growth, and no accountability, to name a few.

Since writing that article, we have continued to witness what’s being called “The Great Resignation” and its impact on business everywhere.

Writing in Forbes, Cindy Gordon states, “Employee disengagement and unhappiness is worrisome, and year over year, it’s getting worse, not better.” And herein lies the dilemma for the modern-day worker and employer.

Much research has been conducted as to why employees are leaving. Pew Research has excellent data citing many of the causes of this great resignation and where things are headed. I encourage you to read it.

It’s been said that people don’t quit organizations, they quit leaders. It’s a sad but true commentary on the lack of strong leadership skills desperately needed in the workplace.

There are consequences to poor leadership and as the research has demonstrated, employees will leave good jobs for less pay if it means being in a better working environment with stronger leadership. Here’s the sad reality: good employees leave bad working environments where weak leadership exists. Left behind is a weakened and demoralized team forced to pick up the pieces, share increased duties, and often with no additional compensation.

On the flip side of this dilemma is another issue that needs to be addressed. Why do the bad or toxic employees stay?

Often, it’s not the bad team members that leave that give you the most heartache and grief, it’s the ones who stay. Click To Tweet

Why would a disengaged employee – the one with little to no skin in the game, who instigates or is in the middle of every bad vibe in your organization still be around? Here are a few possible reasons.

Those in leadership have miscalculated that person’s value to the organization

Could it be that an employer had rather overlook bad behavior from a productive employee than cut them loose and face the headache of finding their replacement? With the worker shortage as we know it, this is certainly a possibility.

But it also comes down to ways in which leadership within the organization perhaps has overestimated the value of the employee in question. Consistent poor behaviors and actions can’t be glossed over simply because they are the best salesperson on the team. It means little to have an employee who is the biggest contributor to the bottom line of the company means little if they are also the biggest jerk in the company. Click To Tweet

Those in leadership have miscalculated the climate of their culture

Many in the workplace suffer in silence. They see poor behaviors and actions, see little to no consequence for it, and wonder why such actions and behaviors are tolerated. It’s demoralizing.

When those in leadership fail to see the residual effects and consequences on the culture of the workplace due to the bad ones staying then poor morale is going to always be an issue. You can’t expect the good ones to look the other way forever. They will leave if you don’t deal with it.

Those in leadership had rather try to “keep the peace” than rock the boat

Some in leadership simply don’t want to confront what everyone else sees. They had rather look the other way than just deal with the issue at hand. They just don’t want to rock the boat and deal with the fallout.

This is one of the worse decisions a leader can make. On the one hand, leadership side-steps and avoids the necessary confrontation that needs to take place with the bad employee in hopes that it will get better. As a result, morale continues to falter. The longer this goes on the worse things get. By trying to “keep the peace” with one another, you’ve made things worse for everyone.

Final Thoughts

It’s been said that what you tolerate, you promote. And this is especially true as it relates to why bad employees stay in your organization. It can be for any reason mentioned or any number of reasons not. But the end result is the same. The bad ones will stay until those in leadership decide it’s time for them to go and that the morale of the good ones and the culture of the organization is worth the sacrifice and worth fighting for.

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