Employee Engagement – Page 9 – Doug Dickerson on Leadership

When Your Process Replaces Your People

Posted February 27, 2015
by admin

When people go to work, they shouldn’t have to leave their hearts at home. – Betty Bender

John Maxwell shares one of my favorite stories about a turkey chatting with a bull. “I would love to be able to get to the top of that tree,” the turkey sighs, “but I haven’t got the energy.”

“Well,” replied the bull, “why don’t you nibble on some of my droppings? They’re packed with nutrients.”

The turkey pecked at a lump of dung and found that it actually gave him enough strength to reach the lowest branch on the tree. The next day, after eating some more dung, he reached the second branch. Finally after a fourth night, there he was proudly perched at the top of the tree. But he was promptly spotted by a hunter, who shot him down out of the tree.

The moral of the story: BS might get you to the top, but it won’t keep you there.

While the story is humorous the ramifications of it in the way it plays out in the workplace is not. Unfortunately, many employees feel that they are getting BS from their employers. Let me be clear: strong employee engagement is essential to your success in business. And yes, all businesses want a healthy bottom line and rightfully so. But what happens if your business places its processes over its people? Here are three consequences you will potentially face unless you change.

Fractured relationships

It’s been said that people are your most appreciable asset. But when your bottom line becomes your most coveted resource then you have issues. The most essential ingredient to the success of your organization is not having the best business model, location, marketing, or product. It’s your people. They are the life-blood of your organization and the face of your brand. If you only see your people as a means to an end (your bottom line) then you are using your people.

If relationships with your people are fractured the rhythm of your business will suffer. Don’t expect your people to buy-in to your product until you have bought-in to your people. Until you get this right nothing else will be.

Divided loyalties

Here’s the rub: Your people want to be a part of an organization and service that they believe in and have a connection with. They want to be a part of something that is meaningful and contribute in a way that makes a difference. But when their good intentions brush up against a ‘process over people’ mentality it creates division.

Now your people have divided loyalties between liking the service they render and the people they serve and those who are calling the shots. If divided loyalties are widespread among your people then your processes have failed you.

Revolving doors

It’s been said that people don’t quit organizations they quit bosses (leaders). If the execution of your leadership is grounded in policies and procedures over relationships and teamwork then expect high turnover. Simply put; rules over relationship breeds rebellion. Eventually there comes a tipping point when your best and brightest will vote with their feet and find the door.

Let me be clear – boundaries are important and there is a place for policies. But policies and procedures should complement the work of your people and their productivity, not stand in the way of it.

Your organizational culture is tied to your employee engagement. Such fallout as articulated here due to poor employee engagement does not have to define your organization. But whether it does or not is on you as the leader.

Your path forward begins by recognizing that your people are your most valuable and appreciable asset. To that end you must recognize relationships and communication for what is it is – the heartbeat of your organization. Be committed to serving your people, building relationships, and developing leaders. At the end of the day, had you rather be known as the organization with great policies or great people?

What do you say?

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Six Threats Every Leader Will Face

Posted January 16, 2015
by admin
1 Comment on Six Threats Every Leader Will Face

Strong convictions precede great actions. – James Freeman Clarke

The legendary bare-knuckles boxing champion John L. Sullivan was confronted by a runt of a man who, suffering from the effects of too much drink, challenged the burly champion to a fight. Sullivan, who once battled toe-to-toe with an opponent for 75 rounds, growled, “Listen, you, if you hit me just once — and I find out about it …” The Champ didn’t need to finish the sentence!

Hang around in leadership long enough and you will have your share of challenges and threats. While they may not be physical in nature, threats to your leadership and how you handle them is important. Some threats are obvious while others can seem rather innocent. If left unchecked they can threaten your effectiveness going forward.

Identifying the threats to your leadership is helpful if you are going to succeed. Here are six common ones. Which one is the most pressing to you?

The threat against your values.

Your values and character are the cornerstones of your leadership. Threats against your character will come and how you deal with it will make you or break you. Don’t take threats to your values lightly. Be diligent and accountable. Make sure that your values are clear and non-negotiable.

The threat against your time.

One of the largest challenges you will face as a leader is time management. If you are not intentional about the priorities of your day or take ownership of your time then someone else will. If something is a priority to you then it should be a priority in your schedule. From family, children, work, deadlines, meetings, etc…set your pace, set your priorities, and stick to it.

The threat against your expectations.

Expectations fuel your dreams and goals. Threats to your expectations surface when people see the obstacles and not the opportunities. Threats to your leadership occur when people opt for what’s safe instead of what’s hard. Bring these people up to your level of expectations if you can but never retreat.

The threat against your personal growth and development.

If you are not growing as a leader you are in decline as a leader. Personal growth and development is fundamental to good leadership. When you commit to grow and develop it will expand your horizons and will open up a whole new arena of possibilities. Never stop growing.

The threat against your health.

Leaders are busy and are often under a great deal of stress. Don’t allow the responsibilities of your leadership to cause you to neglect your health. A healthy diet with exercise is important not only to your physical health but it will keep you refreshed mentally and emotionally. In addition, your spiritual health is not one to neglect either. When you can tap in to the inspiration that your faith provides it can replenish your heart and mind. Healthy leaders are productive leaders.

The threat against yourself.

Sometimes we are our own worst enemies. Often it’s not the jerk down the hall that’s my greatest threat- it’s the one in the mirror. When my body is tired and my attitude stinks then the potential to make a mess of things is magnified. Can you relate? As you work on the fundamentals of your leadership remember that first and foremost it’s an inside job. Before you can lead others you must learn to lead yourself.

What do you say?

* I welcome your feedback! Obviously this is not an exhaustive list. What would you add to the list? Which one of the above do you struggle with the most?

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Four Things to Know…About Being a Team Player

Posted November 18, 2014
by admin

Talent wins games, but teamwork and intelligence wins championships. – Michael Jordan

How well you work together as a team matters. The consequences are real. The success you strive for are too important to leave it to those who are not team players and insist on having their own way.

What team characteristics do you think are needed for success? How do you turn personal leadership qualities into successful teamwork strategies? Let’s examine a few possibilities.

A team player has the right temperament.

A team player has a pleasant combination of what the dictionary defines as, “the combination of mental, physical and emotional traits of a person or disposition.” In other words, team members blend well with each other. The team member thinks in terms of what is best for the whole team, not just his or her own needs or wants.

A team player sets the right example.

A team player models behavior that inspires others to be their best. As Mark Twain once said, “Few things are harder to put up with than the annoyance of a good example.” A strong team player inspires others by a good example of selfless behavior.

A team player has the right attitude.

The attitude of the leader at the top of the organization sets the tone for everyone else in it. John Maxwell said, “A leader’s attitude is caught by his or her followers more quickly than his or her actions.” A team player contributes to the team with a good attitude.

A team player has the right motivation.

A strong team player is motivated to perform at his or her very best. A team player is always thinking of ways to improve and move the team toward success, which requires a willingness to set aside personal agendas for the sake of the team.

When you are developing these four attributes in yourself and building them among your team you are well on your way to building an environment where teamwork can thrive and success can be achieved.

This was adapted from my book, Leaders Without Borders: 9 Essential for Everyday Leaders. Visit the “Order Doug’s Books” page for more information and to place your order.

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Leadership Minute: Lead the Peace

Posted October 31, 2014
by admin

Blessed are the peacemakers, for they shall be called sons of God. – Matthew 5:9 (Jesus)

This is perhaps one of the biggest dichotomies of leadership. Being a peacemaker is often seen as a sign of weakness when in reality it’s a sign of strength. Keeping the peace is about making hard decisions that are not necessarily seen as peaceful. Leadership weakness is found in a passive or casual style of looking the other way and tolerating things that otherwise would be looked upon as offensive. The decisions you make as a leader have consequences. It can please the masses or anger them depending on the day. But that’s a non-factor for the leader who bases his or her decisions on values and principles rather than on what’s expedient. Leading the peace occurs when you apply your leadership skills to make the case for the direction you are going. You can lead the peace or preside over appeasement, but know this; you will not know peace if you choose the latter. My suggestion? Be a peacemaker.

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Leadership Minute: Seek to Serve

Posted September 24, 2014
by admin

We lead best when we seek the welfare of those we lead, when we seek to serve rather than being served. – Alan McGinnis

As a leader you will put many skills into practice. You will learn the ropes of good people skills, time management, vision casting, teamwork, conflict resolution, and much more. But chief among those skills and what will set you apart from your counterparts is a genuine heart for those you lead. When you seek the welfare of those you lead above your own it will be the defining mark of your leadership. When you seek to serve your people they will see up close and personal what real leadership is all about. This leadership philosophy runs contrary to what many people experience and what too few leaders practice. But think of how different things would be if it were. Your leadership is a privilege and it’s a gift. The joy of leadership is found in that discovery. Seek first to serve and everything else will take care of itself.

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3 Rules Leaders Should Not Implement

Posted August 2, 2014
by admin

Most of us have jobs that are too small for our spirits. – Studs Terkel

The late Erma Bombeck once put out a list of widely read “Rules” that was quite popular at the time. Some of them you might recall. Here are a few of my favorites: never have more children than you have car windows; seize the moment, remember all those women on the Titanic who waved off the dessert cart; never go to a class reunion pregnant, they will think that’s all you have been doing since you graduated.

While that list is rather light-hearted and humorous some rules can be stifling as it relates to the operation of your organization. Let’s be clear at the onset; policies and procedures are necessary and this is not about chunking your manuals out the window. Systems operate best when they follow a prescribed course of procedure.

In his book, “It’s Not About the Coffee,” Howard Behar (past President, Starbucks International) pens a fascinating chapter about independent thinking. Behar writes, “We want people to take charge instead of blindly following a rigid set of rules from a book…unfortunately, in many cases the rule book goes too far- it tries to tell people how to be instead of explaining what we’re trying to do. Rules don’t empower, they dispower people. We need recipes, not rules.”

Operating policies and procedures need to be known and adhered to and should be subservient to the person performing them and not the other way around. Yet when rules go too far it can have unintended consequences that can do more harm than good. From the chapter I surmised three rules that leaders don’t need to implement if they want their people and organizations to be successful.

Rules that restrict creative thinking

Unleashing the best and brightest people in your organization begins when you free them from burdensome rules and regulations that hold them back. “Ideally, management should never tell someone how to do something or what to feel. If people’s every last action is dictated to them, they are robbed of their dignity, and the company is robbed of its soul,” writes Behar.

When you give your people the liberty to think, feel, grow and experiment they will surprise you with their ingenuity. When you have more recipes being developed than rules being followed then the possibilities for success are multiplied. Your organization can be incubator for growth and unlimited potential or it can be place where ideas go to die. Which do you want?

Rules that control behavior

Ideally, your rule book should operate more like a play book. It should contain plays you can call and be filled with options for any scenario that puts you in a position you to score. Behar’s analysis is a timely challenge for managers and executives. He writes, “Instead of writing manuals that lock people into dehumanizing behavior, we should focus on outcomes we want and the reasons behind them…creating tool books instead of rule books grows people’s spirits.” Consider the difference; if your leadership style is to simply be the “keeper of the rulebook” then it will be difficult for your people to grow and reach their full potential and your leadership will be diminished.

When you place your focus on where you are going and why (your vision and purpose) and the growth and development of the people who will take you there, then the rule book must become your play book. When you grow your people’s spirits you won’t have time to worry much about their behavior.

Rules that hinder personal growth

“There’s no better feeling than being encouraged to fully use your abilities,” writes Behar. “You will find your work far more satisfying, and you’ll encourage that same satisfaction in others. Everybody wins. The more we know ourselves and our goals, the fewer rules are needed.” This point is simple yet profound. Your people need more encouragement not more rules.

Fostering a culture of personal growth and development comes when a leader makes it a priority by removing unnecessary rules, by empowering his people, and caring enough to get out of their way. When leaders place more value in rules than relationships then victories are harder to come by and are fewer in number.

The challenge for you as a leader as it relates to rules is to find the right balance between what’s needed and what’s not, if they help your organization or if they hurt it, and ultimately, do your people need the rule to succeed? Your task as a leader is to know the difference.

What do you say?

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5 Ways You May Be Killing Employee Morale

Posted July 19, 2014
by admin

Everything rises and falls on leadership. – John Maxwell

Addressing the topic of work many years ago, Indira Gandhi said, “My grandfather once told me that there are two kinds of people: those who do the work and those who take the credit. He told me to try to be in the first group; there was less competition there.” While there may not be a shortage of people trying to take the credit for work, many a leader faces the challenge of a strong workplace culture and its accompanying morale.

In my research on the topic of employee morale much of the focus I’ve seen is employee driven. By that I mean the attention leans toward what can be done to make the employee happy (perks driven), motivated, etc. I see little on what I consider to be the root of the problem which is leadership driven.

In Gallup’s 2013 State of the American Workplace Study, as reported on in RYOT (http://bit.ly/1poqwxQ) 70 percent of those who participated described themselves as “disengaged” from their work. Only 30 percent admitted they honestly enjoy their job and bosses. Interestingly, the study revealed that workplace perks which have been popular approaches to boosting workplace morale, “do not compare to the employee enjoying and feeling engaged in their work.” Here’s the takeaway – employees and employers desire the same results, but often have two distinctly different means of getting there.

Strong morale is essential to your success as an organization. Leaders need employees who are engaged on all fronts. Employees need strong leaders to show the way. The last thing you want to do is kill employee morale with ineffective leadership. Here are six ways it could be happening.

You kill employee morale when you ignore input

A leader who won’t listen to his or her people is a leader who is out of touch. If you are out of touch with the people that make your business work then employee morale will suffer. If your people attempt to be engaged and offer their input only to be ignored then you are killing employee morale. A smart leader will make it a priority to listen and to invite feedback from team members. Buy-in begins when you invite them in.

You kill employee morale when you hoard decisions

Killing morale happens when leaders hoard the decision making process and by-pass those directly affected by the decision. The most successful teams are those whose people are engaged and invested in the well-being of the organization. They are the ones who have bought in and go all out to be successful. A smart leader won’t hoard decisions but will bring others in to help make them. Employees don’t want a dictator; they want a facilitator. Here’s a simple rule to consider: if a decision affects your people then talk to your people.

You kill employee morale when you keep people in the dark

Communication is the life-blood of any organization, but if you keep your people in the dark; especially with things that directly affect their performance, then you are killing employee morale. This weak leadership style not only builds walls but it tears down trust. If you want your people engaged and enjoying what they do then make open communication a practice and a priority.

You kill employee morale when you play favorites

While responsibilities may differ among departments and personnel, it is important not to play favorites with your people. While not everyone’s role is the same, the way you treat them should be. As a leader it is important to understand the basics of good social skills. The amount of time you spend with the people in your organization will vary depending on assignments, responsibilities, skills, etc., it’s a variable. But not the way you treat your people. If you are perceived as playing favorites you will kill employee morale. Be nice to everyone.

You kill employee morale when you lead from behind

Successful organizations have strong leaders who are not afraid to lead. Employees respeect a leader who will confidently lead his or her team. A leader who is perceived to be weak, indecisive, reactionary, or uncertain of their role will kill morale. How can an employee confidently follow a leader who is unsure of himself? Leaders who lead from behind can’t possibly know what direction they are going, the pitfalls in front of them, and how to stay relevant. Leaders; be out front, lead with confidence and with clarity, and you will have employees who will go the distance with you.

What do you say?

Let’s Talk:

1. The list is not comprehensive. What would you add?

2. As a leader; what other ways can you engage your team to avoid negative morale issues?

3. Do you agree or disagree with my premise that employee morale issues are at the root leadership issues? (I am not discouraging perks, bonuses, rewards, etc. they are all good things, but as the study showed, most employees place a higher value in being engaged and enjoying their work.) What are some other measurable steps leaders can take to bridge that gap?

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Leadership Minute: Are You Building Trust?

Posted July 16, 2014
by admin

To be successful as a leader your employees must know that they can trust you. Without trust, you do not have the ability to influence others. –Elizabeth Stincelli

The issue is old as time but has never been more relevant. Your success as a leader is grounded and rooted in trust. Let’s be clear; leadership is not a popularity contest. Leaders have to make hard, and often time, unpopular decisions. But as unpopular as some decisions may be for the leader the decision by employees to stick with his or her leader should not be. While any given decision may not have gone as they had hoped, they will stick with a leader they can trust. At the end of the day that is the most important thing. Building trust speaks of your integrity but it also speaks of your longevity. If you can’t be trusted you won’t be around for long. Build your leadership on trust and everything else will fall into place.

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4 Things Your Employees Don’t Need From You

What a pleasure life would be to live if everybody would try to do only half of what he expects others to do. – William J.H. Boetcker

A story from Bits & Pieces tells of a manager and a sales rep standing and looking at a map on which colored pins indicate the company representatives in each area. “I’m not going to fire you, Wilson,” the manager said, “but I’m loosening your pin just to emphasize the insecurity of the situation.” That, of course, is a light-hearted reminder of the complexity of the employer/employee relationship.

Ask most people at their place of business what they need from their employers to be more successful or productive on the job and they will be quick to tell you. But when you ask them what they don’t need in order to be more productive is when things get interesting. Not long ago I asked a group of workers what they didn’t need in order to succeed. It was eye-opening exercise you should try.

Writing in a Harvard Business Review blog (http://bit.ly/1rEOqqS), Gretchen Gavett reported on the findings of the American Psychological Association’s new “Work and Well-Being Survey”. The good news out of their report is that 70 percent of people are satisfied with their jobs. But once you look below the surface there are a few troubling signs.

“Although almost two-thirds of employees feel their company treats them fairly,” writes Gavett, “other aspects don’t look so good. More than half feel like their employer isn’t open and upfront, a third feel that their organization isn’t always honest and truthful. One in four say they don’t trust their employer at all, and that’s a big deal.”

While intuitively we should know that open communication and trust are essential to good employer/employee relationships it still resurfaces as an issue to address. Knowing what your people need to succeed is important, but also knowing what they don’t need from you will certainly help. Here are four things to start with.

Your negative attitude

In as much as positive attitudes are contagious so are negatives ones. If you make it a habit to circulate among your people with a bad attitude, always finding fault, only focusing on what’s wrong, then your presence will be a demoralizing factor. The truth be told, your people may have every tool they need to succeed but if you have a negative attitude then it is hindering them. Among my informal survey this was the most cited response.

Your indifference

Everyone likes to be appreciated, valued, and wants to believe that their work makes a difference. But if you come across as indifferent to their work, ideas, and contributions then you are sending signals that they are unimportant to you. If you place no value in your people then how can you expect them to place value in their work? Indifference breeds indifference and the results will be devastating.

Your Obstruction

Your leadership style will either facilitate the progress of your people or it will stand in their way. If you burden people down with unnecessary policies and procedures, time-wasting meetings, or ill-timed interruptions then you are in the way. Your employees should not be made to pay the price for your poor time management skills. Don’t allow the “tyranny of the urgent” to be an obstruction to your people.

Your Inconsistencies

While most of your people will never speak up about this don’t mistake it for not noticing. Inconsistent actions by management always send the wrong message. When you communicate one thing and do another then you have planted doubt and mistrust in the minds of your people. Your employees don’t need mixed messages. It only creates confusion and animosity.

So, what’s the bottom line? What do your employees need? From their management team they need leaders with positive attitudes who see the good and bad and know how to address both. They need engaged leaders who know their business without being in their business. They need leaders who clear paths towards success and goal achievement without creating barriers. They need strong leaders who fairly and consistently put forth the values, vision, and best practices of the organization so that everyone can succeed.

What do you say?

I welcome your feedback:

1. What additional things would you add to the list?

2. How can employers do a better job building relationships with their employees?

3. What are some best practices that you can share that have been helpful in your experience?

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3 Rules of Employee Engagement

Posted February 16, 2013
by dougdickerson

Give whatever you are doing and whoever you are with the gift of your attention. – Jim Rohn

Dale Carnegie Training recently released new findings on employee engagement (http://bit.ly/12GBqXI) and the results proved to be quite intriguing. The first and most dramatic finding shows that if an employee is dissatisfied with their immediate supervisor, there is an 80 percent chance that they are disengaged. Similarly, having a “caring” manager is one of the key elements to a positive and successful employee engagement strategy. Employees want to feel valued and have their manager take an interest in their personal lives, health and well-being.

Other notable findings include:

* Executives (VP and higher) and medical workers are the most highly engaged group of employees; Employees in education, social work, and sales are the least engaged.

* 26% of engaged employees would leave their current job for just a 5% pay increase, 46% of partially engaged employees would leave their current job for just a 5% pay increase, 69% of disengaged employees would leave their current job for just a 5% pay increase.

* Senior leadership’s actions also have a direct impact on employee engagement; 61% of employees who have confidence in the leadership abilities and think that senior leaders are moving the organization in the right direction are fully engaged, 49% of employees who were satisfied with their direct manager were engaged, 80% of employees who were very dissatisfied with their immediate supervisor were disengaged.

From this exhaustive research we are reminded of the complexities of the 21^st century workplace and the need for strong leadership. We understand that engagement is critical not just to employee productivity but to longevity as well. The challenges for managers, supervisors, and executives can be overwhelming. Here are three tips to help you engage your employees and build a strong team.

Rule 1 – Inspire their passions. As a leader, your engagement with your employees is about inspiring their passion and offering whatever assistance you can to help them achieve their goals. In the book, Rules of Thumb, Alan M. Webber writes, “Would you rather have tepid success with something that doesn’t matter or a brilliant future with something that does?” When you engage your employees you help them to discover that brilliant future they desire, and serve as a catalyst for their passions.

When they see that you are inspired by their passion it will cause them to step up and deliver. When you give team members the tools they need, the inspiration to perform, and the courage to achieve their dreams that is a level of engagement that paves the way for great accomplishment.

Rule 2 – Direct their energies. The best ideas in the world do not mean a thing without action. You become engaged and vested in your employees when you help them focus their energies in the right direction and put forth measurable goals of achievement. If you are disengaged in their work, goals and passions, they will be disengaged from you. Consequently they will not perform at levels you like, and they very well may be planning their exit strategy.

When energies are directed with purpose, clarity, and enthusiasm you set the bar high for their personal growth and their personal engagement. When this is achieved there is a greater degree of certainty they will deliver, be more engaged, and be happier employees.

Rule 3 – Reward their effort. As you demonstrate genuine engagement and support for your team members you are positioning them for success. When you do your part to equip your employees do not forget to reward them for what they deliver. This type of engagement goes a long way toward building the morale your company needs and shows that you care.

Whatever incentive or reward program you implement it is just another layer of engagement to solidify your leadership. Without question each employee must take ownership of his or her level of engagement and be responsible for it. But when you take the time to notice and reward those efforts it makes your job that much easier.

Are you engaged?

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