Employee Morale – Doug Dickerson on Leadership

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.

Please follow and like us:

Why People Fire Their Leaders – And How To Stop It

Posted February 21, 2022
by admin

People quit people, not companies – John Maxwell

I remember my first job out of college. I was excited and filled with great enthusiasm. But it played out like A Tale of Two Cities, “it was the best of times, it was the worst of times”. I was surrounded by people I genuinely liked with many friends. With a great team in place, we made great strides in the community we served. But I had “the boss from hell” who made life hell. So, I fired him.

An article in Inc. magazine identified the top 5 characteristics that caused employees to leave their jobs. They are:

Management style — 37 percent
Condescending attitude — 30 percent
Mean or bad temper — 30 percent
Inappropriate behavior — 26 percent
Harassed employees — 24 percent

Speaking of bad boss behavior, here is a sampling of what respondents called unacceptable or deal-breaking behaviors: Your boss takes credit for your work 63%, your boss doesn’t trust or empower you 62%; your boss doesn’t care if you’re overworked 58%, your boss doesn’t advocate for you when it comes to compensation 57%, your boss hires and/or promotes the wrong people 56%, your boss doesn’t provide proper direction on assignments/roles 54%, your boss micromanages and doesn’t allow you “freedom to work” 53%, etc.

When you look at the above examples of why people leave their work or the characteristics of bad bosses, one thing is certain – there is a leadership gap. As it relates to employee engagement, bad bosses, company morale, and corporate culture, how the leadership gap is addressed going forward is critical. A boss without strong leadership skills will drive his or he people away.

I’ve said it in this space before: Building the type of organization that your people would never dream of leaving begins by being the type of leader everyone wants to follow. Let’s explore three basic ways in which you can build that type of culture.

Serve your people

The higher you ascend in your organization the more responsibilities you take on – not more rights. This is where many a boss drops the leadership ball. Think of a pyramid. The old way of thinking is that at the bottom you have many rights and at the top, few responsibilities. Now flip it- when you do, the opposite becomes true. You now have more responsibilities as the leader/boss and fewer rights. Now, start acting like it.

You will build the type of organization people would never dream of leaving when you develop the mindset of servant leadership and by empowering your people at every opportunity. Click To Tweet

Empower your people

Employee engagement is directly tied to empowered employees. The cited survey, along with many others drive this point home. If your people are micromanaged, underappreciated, and not given credit for their ideas and work, is it any wonder they are firing their bosses?

Billy Hornsby said, “ It’s okay to let those you lead outshine you, for if they shine brightly enough, they reflect positively on you”. The boss who makes for a good leader understands that when his or her people are empowered it makes them look good. You will build the type of organization they would never dream of leaving when you empower them to reach their full potential.

Engage your people

Employee engagement is only as meaningful and effective as the leader who engages on this level. The boss who only sees employee engagement as something “they do” may have the work of his employees’ hands, but will never have their hearts. If you want to stop your people from walking out the door, then you must open yours. You must be among your people, know your people, and serve them. Click To Tweet

Building the type of organization people would never dream of leaving begins when you understand that they are the most appreciable asset you have. Simply put, employee engagement begins at the top.

Final Thoughts

There’s no way in this space to take a deep dive into all of the issues that need to be addressed here. But engaged and invested people need to step up and help right the ship. What role will you play in closing the back door and helping build the type of culture no one would ever dream of leaving?

Please follow and like us:

When Leadership Gets Squirrely

Posted May 11, 2020May 11, 2020
by admin

Some people are like clouds. When they go away, it’s a brighter day. – Anonymous

I have to start this with a disclaimer. I am not a hateful person. I was raised better. So here goes my confession – I hate squirrels. I hate them with a passion. I have on occasions questioned God as to the reason for their miserable existence. But, I digress.

You see, one of my great joys is birding. I have somewhat of a bird sanctuary in my backyard at home. I love the beauty and majesty of the many birds that visit the feeders every day. They are beautiful creatures and it brings me a great deal of satisfaction to feed them and to create space for them in my yard.

But, I hate squirrels.

I hate having to chase them away from the feeders. I hate having the “experts” in the specialty stores recommend me to buy their guaranteed product that will keep them away. They don’t. Squirrels are a nuisance of the highest order.

Hang around in leadership long enough and you will run into squirrely characters. Over the years, I’ve come across plenty. Who are these squirely characters you have to contend with in leadership? In what ways are they like the menacing squirrel? Here are a few examples.

They are self-serving

At times in your organization, you will run across people who are self-serving. They make decisions based entirely on what’s good for them. Typically, these people have hidden agendas that over time become not so hidden. Then one day you have that aha moment and you realize that everything that they have been doing has only had one benefactor-themselves. Like the squirrel, they take what they want and leave the rest with no thought to the consequences.

They stick together and sow discord

Negative people tend to attract negative people in the same way positive people attract positive people. It’s one of the reasons why attitude is so important. Left unchecked, this pact of negative influencers can grow like cancer and pull everyone down. This is not to say every organization has this pact within it, but most have at least one. And so long as there is one sympathetic ear then there’s the potential for disruptions in the morale of your organization.

They are indecisive – until they aren’t

Have you ever seen a squirrel try and cross the road? They zig-zag back and forth in either direction until they finally dart across the road before they meet their demise. Sometimes in your organization, you will run across those squirrely and indecisive leaders who can’t seem to make up their mind. Their ability to lead is hindered by the obvious fact that they don’t know where they are going or why. This, of course, only frustrates the dynamic of the organization due to a lack of leadership skills which makes everyone else want to pull their hair out.

They destroy to get what they want

Over the years, I’ve had more than one bird feeder destroyed by squirrels. It’s just what they do to get to the seed. In every good, efficient, and profitable organization there are a group of dedicated and committed people who have the buy-in and determination to bring their vision to life and succeed. And then there are those squirrely people who are only in it for themselves and what’s good for them. And unfortunately, they will cause more harm than good until they are dealt with.

Final Thoughts

Sometimes when I see a group of squirrels in my yard, I call for my dog, Shakespeare. It’s a fun little activity as he anxiously waits for me to open the door while channeling his inner Mufassa with all of the energy his seven-pound Morkie body can muster. Then it happens – he charges through the door to defend his yard. The chase is on! It ends almost as quickly as it begins – the squirrels win again!

But in real life, it’s not as easy, and it’s certainly not amusing. Too much is at stake. As a leader, you will be surrounded by people who bring you joy and delight like the birds. They are pleasant to be around and are good team players.

And then you have a few squirrels.

Next week, I will devote this space to how we deal with those squirrely people and help you see your path forward.

Until next week, keep feeding the birds. It’s worth it.

Please follow and like us:

Moving From Buy-In to Engagement: Why Buy-In May Not Be Enough

Posted March 11, 2020
by admin

None of us is as smart as all of us. – Ken Blanchard

In his book, The 21 Irrefutable Laws of Leadership, John Maxwell devotes a chapter to Law 14 – The Law of Buy-In. In it he states, “People don’t at first follow worthy causes. They follow worthy leaders who promote worthwhile causes. People buy into the leader first, then the leader’s vision.” This statement is profoundly true, simple, and complicated all at the same time.

Many leaders and many more organizations work diligently on buy-in. We aren’t knocking it, we understand that without it, you’re dead in the water. But making the transition from buy-in to engagement can be difficult.

Here’s what we know. The latest 2019 Employee Engagement Report from TINYpulse found that employee loyalty is decreasing. 43% of workers would be willing to leave their companies for a 10% salary increase. A staggering 44% of employees don’t feel they have sufficient opportunities for professional growth in their current position. Less than one-third of people believe they have a strong culture.

We can’t say enough about the importance of buy-in. It means so much for so many reasons. But without active engagement, everything else is in jeopardy. With this in mind, we have identified four essentials that we believe are necessary for engagement.

Purpose

The hardest task for you as a leader is to get the buy-in. Selling the ‘why’ to a prospective team member or client puts your vision to the test every time. And, the truth be told, before they buy into the vision, they buy into you as a leader. Oftentimes the crisis of buy-in is not about the organization or product, it’s the leadership.

Everyone is searching for meaning and purpose. People thrive when they feel their work is meaningful. This meaning is not found in the work itself, it is found in connecting their work to a purpose larger than themselves. Your ‘why’, as a leader, provides purpose and direction that gives those who follow you something to believe in. It appeals to others on an emotional level and makes work feel less like work and more like a purpose. People will be more engaged when they buy into your leadership and are excited about the work they are doing. Click To Tweet

Communication

Once buy-in has been achieved, now the real work begins. How do you harness the momentum that buy-in gives you and turn it into action steps that advance you? We believe communication is essential and that it should take place on a regular basis.

American psychologist, Rollo May, believed that “Communication leads to community, that is, to understanding, intimacy, and mutual valuing.” This sense of community fosters an environment where others feel safe to collaborate, cooperate, and compromise. Effective leaders use conversations to build connections, convey information, share stories and thoughts, and to encourage questions. Click To Tweet These connections form trusting relationships that earn a commitment from others. The safety and inclusion of the relationships built on open communication enhance engagement.

Coaching

We believe that engagement is the life-blood of your organization. With that in mind, it must not only be communicated regularly, but it must also be given priority. With this in mind, ownership must be taken at all levels and coaching is critical to how it’s done.

Successful leaders play the role of coach and supporter with an emphasis on helping others succeed. They invest their time and resources into building others up. We are drawn to those who want the best for us and will use their strengths to help us achieve our goals. Your employees are more likely to become fully engaged when they know that you will always be there to offer support and catch them if they fall.

Accountability

Engagement is not hard to measure, but we believe you must keep your finger on the pulse of your organization at all times. The time to find out about issues that impact your people and their performance is not at the end of the year; by then it’s too late. Click To Tweet

Accountability boils down to taking ownership of one’s own thoughts, words, actions, and reactions. One of the greatest keys to accountability is the level of control people feel they possess over their work. When employees are in control of the “what, when, and how” of a decision or action, their ownership and accountability skyrockets. As a result of taking ownership of their work, people will become more engaged.

At the end of the day, worthy leaders are the ones who effectively lay out their vision and get others to buy into that vision. Successful leaders are able to encourage others to move beyond buy-in to becoming fully engaged in their work. Engaged employees have a sense of purpose and know that they are making a difference. They feel safe and included because of open and ongoing communication. They feel supported by a leader who serves as a coach. And, they feel a sense of ownership and accountability for their work.

Final Thoughts

Lay a strong foundational culture for your employees by deliberately sharing a meaningful purpose, building relationships through open communication, serving as a supportive coach, and giving them control and accountability for their work. This foundation will move you from buy-in to engagement. And, active engagement is the key to success.

To learn more about Liz Stincelli visit her website at https://www.stincelliadvisors.com/

Please follow and like us:

The Value of Recognition

Posted February 24, 2020
by admin

Don’t worry when you are not recognized, but strive to be worthy of recognition. – Abraham Lincoln

I read a story about a man who attended a lecture on the importance of showing appreciation to the important people in your life. Mike decided to start with his wife. So after work that night on his way home, he bought her a dozen long-stemmed red roses, a box of chocolates, and a pair of earrings. He smiled with self-satisfaction as he contemplated surprising his wife and showing her how much he appreciated her.

He stood at the front door with the roses and gifts in hand and rang the doorbell. His wife came and opened it, and stared at him for a long minute. Suddenly she burst into tears. “Sweetheart, what’s wrong?” he asked.

“It’s been the worst day of my life,” she answered. “First, Johnny tried to flush his diaper down the toilet. Then Kevin melted a plastic airplane in the oven. Then the dishwasher clogged and overflowed all over the kitchen floor. Then Jessica came home from school with a note from the teacher saying that she beat up a boy in her class. And now you come home drunk?”

Despite our best efforts, sometimes showing our appreciation doesn’t always go according to plan. It can be awkward to express and sometimes misinterpreted.

But in the workplace, let’s make sure that we understand that recognition is important. It’s what TINYpulse refers to as the secret sauce of employee engagement.

In the report, they state, “Providing recognition for excellent work is one of the best things an organization can do to maintain employee engagement”. Yet, according to the report, “only one in three people feel they were well-recognized the last time they went the extra mile at work.”

The report states that when asked more broadly about how valued people feel at work, the results we just as bleak. Only 26% of employees report feeling valued at work. This is outweighed by the 33% of people who actually feel undervalued.

If you are concerned at all about employee engagement in your workplace, you must make recognition a priority. Click To Tweet

Here are a few reasons why it matters.

Recognition matters because your people matter

It’s just this simple. And because they matter they should be recognized for the excellent work they do. I know for many in leadership the unspoken attitude may sound something like “their paycheck is all the recognition they need,” but not so fast.

According to the same TINYpulse report, 43% would leave for a 10% salary increase, up from 25% last year. If just a 10% salary increase is all it takes for an employee to leave, perhaps more recognition is in order for them to stay.

Recognition matters because your culture matters

Imagine if you will what it would be like to be in a workplace culture that is thriving, producing, and where recognition abounds for all the hard work. Culture is contagious. And a thriving workplace culture creates a momentum that is hard to beat. Click To Tweet

To be sure, no workplace is perfect even in the best of environments. But it’s easier to tackle the issues that challenge your workplace culture when your people feel valued and appreciated. Recognition plays a huge role in making that happen.

Recognition matters because your reputation matters

In the TINYpulse survey, there is a gap in how managers perceive culture and how employees perceive it. That should not come as a surprise. The survey states, “leaders make or break motivation within their team.” And this is where recognition can work to your benefit.

If your people do not feel valued or respected, then everything else you do comes across as disingenuous. Click To TweetRecognition is given to what is valued. If your people are not recognized, then it is obvious to them that they are not valued. Like it or not, your reputation as a leader is being defined on how you treat your people.

Final Thoughts

Employee engagement is critical to your success as a leader. Recognizing your people for their hard work, sacrifices, and contributions ought to come as natural to you as breathing. Recognition matters that much.

Please follow and like us:

Five Questions Every Employee Should Be Able To Answer

Posted January 12, 2020
by admin

Our lives are shaped by the questions we ask. Good questions lead to good outcomes. Bad questions lead to bad outcomes. – Michael Hyatt

A friend once asked Isidor I. Rabi, a Nobel prize winner in science, how he became a scientist. Rabi replied that every day after school his mother would talk to him about his school day. She wasn’t so much interested in what he had learned that day, but she always inquired, “Did you ask a good question today?”

“Asking good questions,” Rabi said, “made me become a scientist.”

How’s your workplace culture? It’s a subjective question perhaps, but one that’s important nonetheless. A good leader cares about it.

Your workplace culture is the sum of all the people who have bought-in not only to you as a leader – but to your organization-, your values, your service, your product, and the contributions you are making because your organization exists. If your people have no buy-in or sense of ownership, then your culture is going to suffer as well as your impact.

In light of this, here are five basic questions your team members need to be able to answer. These questions are a reflection of their personal investments as well as their understanding of what it means to be on your team.

Why am I here?

Your employees need to be able to answer this question at the beginning of their tenure in your organization. Without a clear understanding of how they fit in and why they fit in, your people will never reach the potential for which they were hired. Click To TweetBut it also helps them clarify internally the reason they chose to come on board in the first place. If they don’t have a good answer to this question then chances are they have no good reason to be there.

The question of why am I here speaks to their motives.

How do I add value?

Everyone in your organization wants to know and believe that they make a difference. They want to be impact players. They should be able to identify ways in which they add value and know that they are not being taken for granted. No one person can do it all by themselves, and everyone’s contribution matters. Your employees need to be able to clearly and confidently identify the tangible ways they add value to your team. Their sense of belonging is riding on it. Click To Tweet

The question about value speaks to their contribution.

What is our purpose?

Fundamental to the success of your team members is a clear understanding of what they are doing and why they are doing it. Your mission and vision must be clear. Your employees need to be able to answer this. If they can’t, they are exposing a much deeper issue for you as a leader. Employees with no knowledge of the greater purpose to which they serve reflect a dereliction of your leadership. If your people don’t understand their purpose they will have a hard time finding their place.

The question of knowing your purpose speaks to understanding your ‘why’.

What sets us apart?

In addition to knowing their purpose, your team members need to know what sets their organization apart from their competitors. Most businesses – be it a coffee shop, retail store, school, financial services, etc. are a dime a dozen. Knowing what sets you apart goes beyond memorizing a mission statement that’s in a cracked frame in the break room. It’s about the relentless pursuit of excellence in everything you do.

The question of knowing what sets you apart speaks to your values.

Are we still growing?

Everything you do depends on the answer to this question. Your employees may fully understand why they are there, how they add value, what your purpose is, and what sets your organization apart; but if your organization has grown complacent then you are vulnerable. Having the right answers is a good thing, having the right mindset is better. If your culture has stopped growing, then it’s time to disrupt things and get back on track. Click To Tweet

The question about growing speaks to your future.

Final Thoughts

A good leader will ask great questions. Not for the sake of asking questions but to gauge the heartbeat of your organization and to know your people. Don’t be afraid to ask the questions. Don’t be afraid of the answers.

Please follow and like us:

How To Defeat A Culture Of Apathy

Posted May 12, 2019
by admin

A lot of you cared, just not enough. – Jay Asher

Data from Gallup has confirmed what many have known for some time – employee engagement in the workplace is suffering. When only 32% are engaged in their work then we have to acknowledge the elephant in the room. Simply wishing things were different is not enough.

The Conference Board reports that 53% of Americans are unhappy at work. Think for a moment too about the economic impact of disengaged employees on your bottom line. If more than half the people in your organization are not happy, how do you think that affects your future?

An article in shiftboard revealed that disengaged employees are costing you money and affecting your profits. They say, “Each disengaged employee costs you 34% of their salary because of lost productivity, missed shifts, chronic tardiness, and disrupting others by spreading negativity throughout the company”. If not bad enough, the article goes on to say that “actively disengaged employees cost the U.S. $483 billion to $605 billion in lost productivity.”

How much can you afford to lose to disengaged employees? What is an acceptable figure that you are willing to tolerate?

While every organization faces its own cultural challenges as it relates to employee engagement, there is usually one common denominator that can be found in most- apathy.

Apathy, in its simplest definition, is a lack of interest, enthusiasm, or concern. It sets in when your people believe they have no voice, and when they believe that things are not going to get better. Then they get angry.

When any of these characteristics are in play within your organization then you must move quickly to identify it and turn it around. Time is money and your productivity is at stake. Here are a few ways to defeat a culture of apathy.

Promote ownership

As a leader, you must do everything within your power to promote the mission and vision of the organization. It must be out there and repeated often. Never take for granted that because you’ve shared it once they will remember it forever. But, over time, the buy-in will happen as trust is built. However, if you want to fast track employee engagement, then give your people ownership. When people take ownership they will be less apathetic, they will be more invested, and will deliver their best work.

When people work to fulfill your vision it can be a struggle, when they work to fulfill theirs it can be life-changing. Click To Tweet

Promote community

A smart leader understands that there’s no substitute for a community of people within your organization who are known to each as colleagues and not combatants. Apathy becomes an issue when people see each other as combatants – not caring what the other group is doing- when in reality it all matters. A diversity of ideas and opinions is one of your greatest assets. In community, all ideas are welcome. In a community, relationships are coveted over competition and turf wars. In a community, people are held accountable for negative attitudes that would give rise to apathy. Click To Tweet

Good leaders are not just aware of the need for community but insist upon it because they know their existence depends upon it.

Promote culture

This is an important piece of the puzzle that leaders need to understand. Community is how you get along with one another. It’s the practice of good manners, cordiality, and civility. But your culture is your why. It’s what gives meaning and purpose to what you do.

Your organizational culture is weakened or is breaking down when you hear things like, “I don’t why I bother speaking up, no one listens to me,” or “What difference does it make if I’m late, no one will notice,” or “Why should I care if no one else does,”. How many times have you heard these type of statements? How many times have you used them?

A failure in community creates conflict. A failure in leadership creates apathy. Your organizational community is relationship driven. Your organizational culture is leadership driven.A failure in community creates conflict. A failure in leadership creates apathy. Your organizational community is relationship driven. Your organizational culture is leadership driven. Click To Tweet

As a leader, you need to understand that apathy is the greatest threat to your organization. With apathy there is no ownership, there is no community, and your culture is harmed.

Make it your practice to know the signs of apathy and be intentional in addressing it. It will make a world of difference to your organization.

Check out the link at the top of the page for information on my employee engagement workshop.

Please follow and like us:

7 Things You Do As A Leader That Your Team Can’t Stand

Posted January 21, 2019January 21, 2019
by admin

Laughter and tears are both responses to frustration and exhaustion. I myself prefer to laugh since there is less cleaning up to do afterward. – Kurt Vonnegut

I read a report in Lighthouse of a survey of 1,000 American employees conducted by Michelle McQuaid, which revealed that 65% of respondents would take a new boss over a pay raise.

In the same article, they cited another survey that found that 75% of employees consider their direct manager to be the worst part of their job. Ouch!

Are you surprised by this?

Many factors contribute to the attitudes and behaviors that exist in the workplace. And while every workplace is unique unto itself, I believe there are some common characteristics of leaders, who for better or worse, contribute to the culture of the organizations that they lead.

If you are a leader on any level in your organization, then you need to pay attention to my list of seven things you do as a leader that your team can’t stand. It’s not an exhaustive list, but these are certainly the more common ones. And just to be fair, in next week’s space the script will be flipped so stay tuned.

You are out of touch with your people

Any leader who is worth his or her salt knows that it’s your people who are the stars of the show. Do you know their hopes, their dreams, their fears, their joys, their concerns, their needs? If your people do not believe you are connected to them on any level, then what do you think motivates them to be invested in you as their leader? Click To Tweet

Your team can’t stand being out of sight and out of mind.

You don’t communicate values and vision

The connection of your people to your organization’s values and vision is not transferred to them by a piece of paper framed on the wall in the break room. It’s communicated and transferred from your heart to theirs. Your people need to see the big picture and hear how their part plays a role in attaining it. Your people need a clear understanding of where they are going and why. Click To Tweet

Your team can’t stand being in the dark.

You don’t have their backs

Let’s be clear- loyalty is a two-way street. Your people need to know that you not only believe in them but when the chips are down and the stakes are high, you have their backs. They need to know that you are a leader who is willing to go to the mat for them. You can do this by taking a little bit more of the blame and little less of the credit.

Your team can’t stand being thrown under the bus.

You don’t call out bad behaviors

If you are turning a blind eye or a deaf ear to toxic behaviors and attitudes, then- simply put, you are demoralizing your team. And you can rest assured the good ones whom you can’t afford to lose are probably already looking to make their exit. And why not? If you are not calling out bad behaviors then why should your team place their confidence in you as a leader? What you tolerate you promote.

Your team can’t stand you not having a backbone.

You don’t empower your people

There’s a fine line between being engaged and overreach as a leader. Engaged involves knowing and contributing and then stepping back and unleashing the talents of your people. Overreach is meddling and micromanaging. Sometimes the greatest hindrance to progress isn’t team members not doing their jobs, it’s team members not allowed to do their jobs because they are not empowered by their leader. Click To Tweet

Your team can’t stand you holding them back.

You don’t easily embrace change

Your ability to adapt as a leader is what gives you a competitive edge professionally. The same is true personally. But if you are a leader who is stuck in your ways and you are not able to adapt to your changing environment you are taking away your competitive edge. Your team can’t move forward and remain relevant if you are the last one on board. Click To Tweet In other words, the train will leave with or without you. Don’t give away your competitive edge because you are stuck in a mindset and way of doing things that only served you well twenty years ago.

Your team can’t stand waiting for you.

You don’t realize that everything rises and falls on leadership

This point is attributed to John Maxwell who coined the phrase. But as you read through my list you will see that at the heart of every issue that gives your team grief, at the core, is a leadership deficiency that drives it. While this is problematic, there is a silver lining to be found. You can right the ship and make corrections. But you must put yourself on a leadership track that will help you. In order to lead your people, you must first know how to lead yourself.

Your team can’t stand you not being a strong leader.

You don’t have to be the boss or leader that your team can’t stand. Are you ready to rise to the leadership challenge?

Resources: If you are new on your leadership journey then I’d like to suggest two books for you:

Developing The Leader Within You 2.0 by John Maxwell. Order it here from Amazon

Leaders Without Borders: 9 Essentials For Everyday Leaders by Doug Dickerson. Order it here from Amazon

Please follow and like us:

Why Your Employees Stand On The Sidelines

Posted November 11, 2018
by admin

I like work; it fascinates me. I can sit and look at it for hours. – Jerome K. Jerome

According to Gallup’s 2017 State of the American Workplace, only 33% of full-time employees in the U.S. are engaged at work. The majority of employees are indifferent.

Chances are you know one of these persons. They show up at work. They do their job. Then they go home. They don’t go above and beyond what’s required of them to improve the company or advance its goals.

We’ve known for some time that engagement in the workplace is a challenge. It’s been written about extensively.

Sideline employees make up what Gallup identifies as the “actively disengaged” – those who do not enjoy going to work and are sucking the morale out of your organization. They’re unhappy and everyone knows it.

Why employees opt for the sidelines will vary from organization to organization. Understanding why is crucial. While this is not an attempt to identify all of those reasons, perhaps these observations will help.

Indifferent leaders produce indifferent employees

Leaders set the tone for the organization. If the leadership is indifferent towards its team members – not engaged with them, listening to them, empowering and equipping them, then it’s going to be a stretch to think the team members will be enthusiastic about coming off the sidelines. If you want your employees to have skin in the game they first need to see your investment.

The mission isn’t clear

If your team members can’t identify the mission of the organization then don’t expect them to commit to uncertainty. Click To Tweet. Team members will come off the sidelines when they know the mission when the vision is clear, and when they know what impact their contribution will make. Don’t expect your team members to stick their necks out for what you as a leader haven’t made clear.

The risk isn’t worth the reward

Leaders move employees off the sidelines by not only sharing the mission and vision but painting a picture of what victory looks like. Engaged employees had rather risk defeat by being in the game and contributing than watching others celebrate a victory they had nothing to do with. Click To Tweet It could be that some on the sidelines are there because there’s no incentive to be in the game.

Poor company culture

According to YouEarnedlt, 49% of employees say culture influences their employee experience more than the physical environment or the technology to do their job. Company culture is a two-edged sword that cuts both ways for sideline employees. They are on the sidelines because of their perception of a poor company culture but are too indifferent to step up to change it. The culture of your organization sets the tone for the productivity of your people. As a leader, you must accept responsibility for this. Click To Tweet

Moving your people from the sidelines to an all in commitment requires strong leadership. The foundational principles are relationships, communication, engagement, and culture. It’s time to get your players in the game!

Please follow and like us:

Why Indecisive Leaders Hurt Morale

Posted October 7, 2018October 7, 2018
by admin

Indecision may or may not be my problem – Jimmy Buffett

A story is told of former president Ronald Reagan once had an aunt who took him to a cobbler for a pair of new shoes. The cobbler asked young Reagan, “Do you want square toes or round toes?” Unable to decide, Reagan didn’t answer, so the cobbler gave him a few days.

Several days later the cobbler saw Reagan on the street and asked him again what kind of toes he wanted on his shoes. Reagan still couldn’t decide, so the shoemaker replied, “Well, come by in a couple of days. Your shoes will be ready.” When the future president did so, he found one square-toed and one round-toed shoe! “This will teach you to never let people make decisions for you,” the cobbler said to his indecisive customer. “I learned right then and there,” Reagan said later, “if you don’t make your own decisions, someone else will.”

Indecisive leadership is a crippling character trait for leaders. When your organization needs clear direction and decisive action, a waffling leader can cause more harm than good. Click To Tweet

With so much at stake, why do leaders waffle and struggle with decision making? Three primary reasons come to mind.

They lack clarity

Leaders who struggle with decision making may lack the necessary clarity needed to make the necessary decision. Rather than making the wrong decision, they make no decision at all.

They lack confidence

In some situations, leaders withhold decision making because they are not confident enough in their own instincts. Rather than take a risk and make a decision, they play it safe and everyone is left dangling.

They lack consensus

In some cases, leaders withhold decision making because they don’t have a consensus on the best path forward. Rather than offend a few with a decision, the leader demoralizes everyone by not making one.

So what is a leader to do? How can a leader overcome this agonizing dilemma? Here are a few ideas.

Trust your instincts

A confident leader will trust his or her instincts in times of decision. Deep down you have a strong intuition that guides you. Trust it.

Welcome input

Decisive leaders are informed leaders. Those most affected by your decisions should be the first at the table of discussion. As it’s been said, “the person who sweeps the floor should choose the broom”. Welcome input, but make your decisions on principle, not politics.

Clarify your values

The worst thing you can do as a leader is to make a decision for the sake of making one. Roy Disney was right when he said, “When your values are clear to you, making decisions becomes easier”. When making a decision make sure it aligns with your values. If not, don’t do it. Click To Tweet

Check your motives

First and foremost in your decision making should be what’s best for your organization and people. If you are making decisions to gain popularity or to gain favor with some to the detriment of others you are sowing the seeds of low morale. You must have the best interest of the team at heart and not just a few.

Leadership is about making hard decisions. Indecisive leaders make it harder--on themselves and those they lead. Click To Tweet Your path forward begins by acknowledging what your indecisive tendencies are doing to your leadership and how it’s impacting the morale of those you lead.

Please follow and like us: