Employee Morale – Page 3 – Doug Dickerson on Leadership

How Hidden Agendas Impact Organizational Success

Posted February 4, 2016
by admin

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“In reality, there are very few villains who view themselves as villains. They just have a certain agenda at a certain time.” —Michael Jai White

Hidden agendas make it impossible to unite your team and achieve shared success. They destroy trust and eliminate any hope for transparency. When hidden agendas are in play in your organization, your team is divided and it is every man for himself. When leaders and employees have their own agenda, they are looking out for their own best interest and not the interest of the whole. Here’s how.

Hidden agendas reveal motives

When you, as a leader, have a hidden agenda employees will begin to perceive you as devious. They will start to question your motives, words, and actions. Soon you lose their trust. Without trust, you lose your ability to influence others.

Hidden agendas are self-serving

When employees operate based on hidden agendas, they are working toward their own goals and what will benefit them the most. In order for an organization to be successful, every participant must be working toward the same goal.

Hidden agendas jeopardize morale

Hidden agendas are perhaps the single greatest morale buster within your organization. They conceal true motives and are in many ways deceiving. Once exposed it can leave your team feeling demoralized and betrayed. When morale has been compromised your effectiveness will suffer.

Hidden agendas endanger your company’s future

We can’t state it emphatically enough – hidden agendas on many fronts are a threat that reaches beyond the scope of your internal structure. Unfortunately, identifying hidden agendas can be difficult. Addressing them in time can be a real challenge for you as a leader. Here are a few questions that can help shed some light on hidden agendas and help you as a leader before it is too late.

Are we driven by our values or by our profits?

When you and your people are driven by values rather than by profits then hidden agendas become less important. When the driving force behind your organization is to put people over profits, honesty above cutting corners, and integrity over deception then the profits will follow.

Does our communication foster accountability and growth?

Open communication is the life-blood of a sound organizational structure. But it must go beyond that by holding people accountable for what they say and do. When the lines of communication are flowing and everyone’s voice is being heard then hidden agendas are more readily identified and confronted.

Are we building strong relationships within our teams?

We accomplish nothing alone. We need the collaboration and participation of every member of the team. In order to be successful, we must build strong relationships within our teams. And, relationships are based on trust; there can be no trust when hidden agendas are in play.

Are we working toward shared goals?

If we are not working together toward shared goals, each member of your team will be working toward their own goals. This is where hidden agendas take form. Each team member focuses their energies on doing and getting whatever they need to be successful regardless of how it will affect the success of the team as a whole.

None of us set out to intentionally undermine the success of our organization but, this is exactly what happens when hidden agendas are at work. Our motives become questionable. Our actions become self-serving. We jeopardize morale. And, we end up endangering the future of our company.

Our objective here is to not only raise awareness to the pitfalls of hidden agendas but to show a better way. The strength of your organization is found in its people working together toward shared goals and values. When hidden agendas are put to rest then the team can move forward together.

liz

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at [email protected].

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On The Brink and Out the Door: How Employers Can Build a Culture that Matters

Posted January 29, 2016
by admin

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People don’t quit companies, they quit lousy bosses. – Jimmy Collins

I was in the car not long ago listening to an episode of the Dave Ramsey Show (http://bit.ly/NfZIDm) when a caller was describing to Dave how her husband was ready to quit his six-figure income because of a toxic work environment that had pushed him to the brink.

I couldn’t help but wonder how a person in such a financially secure position could walk away from it due to deplorable working conditions. Unfortunately, it’s a wide spread problem for far too many people.

A Benefits Pro article (http://bit.ly/1ZZ4oeU) reveals some of the top reasons why many in the workplace are ready to bolt. Among the top reasons are: Low pay, awful commute, unreasonable workload, annoying co-workers, poor work/life balance, lack of opportunity for advancement, the boss, and layoff/firing fear, to name a few.

If you were to give yourself an honest assessment of your present circumstance would you find yourself in the position like the lady talking to Ramsey or perhaps a person described in the article above who for whatever the reason were ready to quit?

Perhaps you are an employer who is trying to make sense of poor morale and attitudes that reflect a disengagement that troubles you. Here are some steps you can take to begin to close the gap and build a culture that matters.

Look in the mirror

Building the kind of company workers would never dream of leaving begins by being the kind of leader everyone wants to follow. If workers are ready to walk out the door making six figures it likely has less to do with the company and more to do with the leader. Never stop growing and learning as a leader and before you try to grow others, grow yourself.

Get connected

It was John Maxwell who said, “People don’t care how much you know until they know how much you care.” Unless you get this right, your organization will be a revolving door of talent who can and will go elsewhere. Building your company begins by building relationships. When your people mean more to you than your profits you will never have to worry about people walking out the door.

Build bridges

Building a culture of trust and openness begins when you connect your people to one another. While job descriptions and responsibilities may vary it is important that each person see the value of his or her role. Job titles and duties may vary but everyone brings talent and skills needed for success. Building a culture that matters begins when you bring people together, not when you keep them apart.

Embrace change

Building a culture that matters can only happen in an environment where change is allowed. The way things were done twenty years ago may have served you well at the time but how is it working now? Employee engagement is essential to your success and creative options exist today on levels that were not present a decade or two ago. Many an organization have lost their competitive edge simply because they were not ahead the curve as it relates to change. Don’t let your inability to change be the reason your best and brightest flee.

Be willing to prune

The truth is, some people are never happy unless they are unhappy. They are chronic complainers and whiners. They have bad attitudes and are the laggards on every decision to move forward. For them the glass is always half empty and they are always finding fault along with sowing seeds of strife. The old saying goes, “What you tolerate, you promote.” In order to build a culture that matters in which everyone can thrive and reach their potential you must accept the reality that not everyone can or should take the journey with you. Let them go.

Give ownership

When your people are empowered they will seldom disappoint. It’s an age old principle that has been proven time and time again. When people have ownership and the power to make decisions at the closest level to the problem they will succeed. Sometimes the best thing you can do as a leader is to get out of the way. When there is a shared ownership of the mission and vision then everyone has a stake in the outcome. The key for you as a leader is to welcome your people into the process, not shut them out.

These are but a few practical steps that if implemented can start a process of closing your revolving door and building the kind of culture that you and your people can take pride in. Are you ready to get started?

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Five Traits of Extra Mile Leaders

Posted November 20, 2015
by admin

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There are no shortcuts on the extra mile – Zig Ziglar

Bob Kuechenberg, the former Miami Dolphins great, once explained what motivated him to go to college. “My father and uncle were human cannonballs in carnivals. My father told me, “go to college or be a cannonball.” Then one day my uncle came out of the cannon, missed the net and hit the Ferris wheel, I decided to go to college.”

The way you tap into your motivation as a leader may not be as drastic for you as it was for Bob Kuechenberg, but tapping into it is necessary nonetheless. Going the extra mile as a leader is what will set you apart from the rest of the pack and will take you farther than you could have without it.

So what traits do “extra mile” leaders possess? Here is a sampling of a few that I believe are essential. It’s not an exhaustive list but is a good place to start.

Extra mile leaders are proactive

Extra mile leaders take the initiative in getting things done. They prefer to tackle issues head-on rather than assume a reactionary posture. Extra mile leaders are out front on understanding the culture of their organization and the needs of the people they serve. They don’t wait to be told or asked, they see what needs to be done and they do it.

Extra mile leaders possesses a contagious enthusiasm

What sets extra mile leaders apart from mediocre leaders-every time, is a passion and enthusiasm for what they do. Their attitudes are positive and their temperament is even-handed. An extra mile leader in your organization with enthusiasm and passion will be the benchmark for the rest of your team. Without extra mile leaders your work will be hard but with them your team can see extra-ordinary results. Extra mile leaders bring out the best in those they serve.

Extra mile leaders put the team first

Extra mile leaders by and large are selfless in that their motivation and their proactive ways are done with the intent of benefitting the team. Yes, there can be exceptions when what motivates an individual is selfish in nature. But by and large, extra mile leaders have a broad understanding of the mission and vision of the organization and their extra mile sacrifices are for the benefit of the group. Of course, it pays dividends in the long run as all hard work and effort does, but it’s not the prime motivation. Extra mile leaders put their colleagues first.

Extra mile leaders have an attitude of excellence

Extra mile leaders are not satisfied with the status quo nor do they settle for what is merely acceptable. Extra mile leaders have a compelling desire to be the best personally and professionally. At times it can be misinterpreted by those without the extra mile mentality as self-serving, grand-standing, or posturing, etc. but at their core, the extra mile leader cares deeply and truly wants to advance the team in the right direction.

Extra mile leaders have found their purpose

Extra mile leaders have not only tapped into their passion but have taken it a step further in discovering their purpose. Extra mile leaders intuitively understand that it’s not about what they “do” that defines them or motivates them to go the extra mile. Extra mile leaders are those who have embraced the blessing and gift of their Creator and have committed themselves to living their life in such a way that honors it.

Danish philosopher Soren Kierkegaard said, “There is nothing with which every man is so afraid as getting to know how enormously much he is capable of doing and becoming.”

What you are capable of becoming as an extra mile leader is realized when you worry less about what you do and care more for the life you have to live and the ways in which you can serve others. When you do, the results will speak for itself.

Are you an extra mile leader?

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The 5 C’s of Employee Engagement

Posted April 24, 2015
by admin

Effective leadership is putting first things first. Effective management is discipline, carrying it out. – Stephen Covey

Randall Beck and Jim Harter teamed up to write a most revealing article in the Gallup Business Journal (http://bit.ly/1Jz4kv6) that every CEO, executive, manager, and leader should read. The findings, in short, reveal: only 30% of U.S. employees and 13% worldwide, are engaged, over the past 12 years those low numbers have barely budged.

In addition they add, “Knowledge, experience and skills develop our talents into strengths, but unless people possess the right innate talents for our job, no amount of training or experience will lead to exceptional performance.” Do you see the disconnect?

One thing we know for sure – the challenges in the workplace have never been greater. Too often people with “management potential” are elevated into those positions but do not have the necessary leadership skills to be effective. The result? Frustrated mangers who wonder why they can’t get anything done, companies with low morale, high turnover, and no sense of direction or vision.

Beck and Harter continue, “When a company raises employee engagement levels consistently across every business unit, everything gets better.” And herein lies the secret to raising the numbers – raising employee engagement.

Employee engagement is not a management skill; it’s a leadership skill. Employee engagement is a people skill that transcends management or business know-how. Management skill minus leadership skills can be detrimental, but when the two are combined it can be a powerful tool that can create great opportunity.

Key to the findings and to turning the low numbers around was managers who consistently engage their employees. The issues are complex and the solutions vary. That being said, here are my 5 C’s for Employee Engagement that can begin a process of improving employee engagement.

Be Current

A natural function of a manger is to focus on systems and structure. But if that is your only focus then you will always be a manger and likely never a good leader. Being current is not so much about numbers and the bottom line; rather it’s about being relationally up- to- date with your people. Before you can build your company you have to build relationships. John Maxwell was right when he said, “People don’t care how much you know until they know how much you care.” Be in the moment with your people and they will be invested in you.

Be Consistent

Your people need to see that you are sincere in your desire to connect with them. If your people are important to you, and they are, then you need to be consistent in the manner in which you interact with them. Being current and consistent is not just paying lip-service to appease a few disgruntled people. It’s a genuine relational investment on your part. That does not mean you have to take them to the lake with you on the weekends, but it does show that you care. Being consistent is just as much for your benefit as it is for your people.

Be Conducive

It’s helpful and encouraging to your people to know that you are attentive to their ideas, concerns, and that you welcome their input. When you build conducive and safe environments for your team to be engaged it builds trust, boosts morale, and elevates their level of commitment to the organization. Foster a culture that promotes engagement and you will see positive changes. Rather than be a manager that relies on controlling your people, you should strive to become a leader that inspires the trust of your people.

Be Challenging

An engaged leader will challenge his or her people to maximize their talents, dare to take risks, and take ownership of their future. A conducive work environment is of no value unless your people are producing. Managers are more concerned about maintaining the status quo while leaders strive for new levels of excellence. This happens when leaders challenge their people to be their best.

Be Clear

Employee engagement rises and falls on good communication. Consistent and clear communication is the life-blood of your organization. Your people rely and depend on it. Clear communication is one of the single best ways to build the kind of engagement you need to be successful. Managers can be secretive and keep information close to the vest, but a smart leader shares information and thus builds a community of engagement.

Everything gets better with employee engagement. These simple steps are but a beginning. What would you add to the list? What step(s) would be most helpful to you if implemented today? Employees have been disengaged long enough. It’s time to act.

What do you say?

Write Doug at: [email protected]

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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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4 Traits of Selfless Leaders

Posted January 9, 2015
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It’s difficult to find common ground with others when the only person you’re focused on is yourself. – John Maxwell

You may have heard the story of two friends who met for dinner in a restaurant. Each requested filet of sole. After a few minutes the waiter came back with their order. Two pieces of fish, one large and one small, were on the same platter. One of the men proceeded to serve his friend. Placing the small piece on a plate, he handed it across the table.

“Well, you certainly do have nerve!” exclaimed his friend. ”

“What’s troubling you?” asked the other. “Look what you’ve done,” he answered. “You’ve given me the little piece and kept the big one for yourself.” “How would you have done it?” the man asked. His friend replied, “If I were serving, I would have given you the big piece.” “Well,” replied the man, “I’ve got it, haven’t I?” At this, they both laughed.

One leader’s self-confidence is another leader’s arrogance in the world of perceptions. So let’s put the cards on the table up front- many leaders struggle with acts of selfishness. We want the big piece of fish. It’s not a truth to take pride in but one in which we have to acknowledge if we are going to grow and mature as a leader. In my own leadership journey the biggest mistakes I’ve made along the way can be traced back to selfish acts.

Growing to this new level in your leadership is about overcoming your fears, insecurities, and misconceptions about what it means to lead in a selfless manner. Here are four traits of selfless leaders and why they matter.

Selfless leaders empower their people

The emergence of a selfless leadership style begins by embracing this fundamental principle: until you empower your people they are only spectators. When they are empowered they can produce, achieve, and succeed. Unless you mature in this area as a leader you will never grow to your full potential.

Why does this matter? It matters because in any successful organization it’s empowered team members who run with the vision, fulfill its mission, and achieve its goals. Selfless leaders make it possible not by promoting themselves but by promoting others.

Selfless leaders share the credit

Billy Hornsby once observed, “It’s okay to let those you lead outshine you, for if they shine brightly enough, they will reflect positively on you.” The powerful wisdom of that statement must not be lost on the reality that selfish leaders struggle in this area.

A selfish leader wants to take all of the credit- often at the expense of work others did, and boast “look at what I did.”

Why does this matter? A selfless leader will concede being in the spotlight by putting someone else in it. It matters because each individual who had skin in the game and gave it their all deserve credit. A selfless leader will gladly say, “Look at what we did!”

Selfless leaders initiate the conversation

The mark of maturity in a leader begins to take shape when he or she invites open and honest conversation instead of dodging it. Selfish leaders seek to control the message, the agenda, and in the end stifle creativity and deprive themselves of much needed feedback. If a leader’s head is buried in the sand the view for everyone else is not that pleasant. Instead, a selfless leader engages in conversation with his or her people and makes it a priority.

Why does this matter? A selfless leader understands that open communication is the life-blood of the organization. Disconnected people create disconnected organizations. Selfless leaders build bridges and get people talking because your survival depends on it.

Selfless leaders create the culture

Leaders, whether selfish or selfless, set the tone and create the organizational atmosphere. Through your growth and maturity as a leader you’ve come to understand that people buy in to your actions and attitudes before they embrace your vision. Better to be rejected as a leader because people did not embrace your vision than because they did not embrace your selfish leadership style.

Why does this matter? Selfless leaders understand that value is created where value is given. Selfless leaders know that when they help others succeed they succeed. It matters because when this is the underlying foundation of your organizational structure it creates an atmosphere where everybody wins, not just a few.

What do you say?

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Reclaiming Morale and Loyalty Within Your Organization

Posted December 16, 2014
by admin

The best morale exists when you never hear the word mentioned. When you hear a lot of talk about it, it’s usually lousy. – Dwight D. Eisenhower

Morale issues in the workplace are as important an issue as ever. Frank I. Fletcher said, “No man can deliver the goods if his heart is heavier than his load.” Many organizations today are facing this leadership challenge: striking a balance between what is economically advantageous for the bottom line versus the best thing for the people who operate the business.

As you consider how to build strong morale within your organization take these three ideas to heart. Building strong morale in many ways is about reclaiming the basics of leadership and making them relevant to your environment. Here are three simple steps to help you begin.

Listen to your people

When those in leadership are proactive about listening to the frontline people who make things happen, morale issues can be addressed before they become major problems.

When you take the initiative and care enough to be out among your people and it helps you to more readily identify with your people, assess their needs, and empower them to achieve. It all begins by listening.

Encourage your people

Encouragement is the fuel that drives your business – it’s an awareness of the sacrifices your employees make because they have bought into the vision and purpose of the company. Encouragement is the expression of your human capital IQ and the sharing of common values with like-minded people who also took a risk by following you.

Encourage your people!

Respect your people

Many variables come into play as it relates to strong or low morale within an organization. Strong leaders who listen to and encourage their people inevitably have strong morale. Strong morale begins with mutual respect for the gifts, talents, and contributions of each team member.

Loyalty is the product of leaders who understand the value of human capital.

How is loyalty working in your organization?

This post is an excerpt from the book, Great Leaders Wanted, which can be purchased by visiting the “Order Doug’s Books” page when you click on the tab above.

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Three Things to Know…About Lifting the Load of Your Leader

Posted December 8, 2014
by admin

If you have the willingness and capacity to lift the load of your leaders when they need it, you will have influence with them – John Maxwell

Regardless of where you are in your organizational structure you have the potential to be a person of great influence as you seek to lift the load of your leader.

Let’s face it – at the end of the day you are either lifting the load of your leader or you are adding to it. If you want to position yourself as a load-lifter then you will possess these three characteristics (among others) that will cause you to stand out.

Load lifters have the right attitude

Load-lifters are a cut above. They possess an excellent attitude. They are unique in the sense that they had rather exert their energies on making things right rather than complain about what’s wrong.

Those that add to the load of the leader do just that – complain about what’s not fair, do mediocre work, have a bad attitude, and wonder why they never get ahead.

Load-lifters are not worried so much about titles or positions, but rather they focus on doing their best, encouraging their leader, and having an attitude of excellence.

Load lifters understand the big picture

This is an opposite take from those persons who add to the load of the leader. Those people are concerned primarily about one person – the one they see in the mirror. They are concerned about the pecking order, getting ahead, and what’s in it for them.

The load lifter sees the big picture. They realize and understand that when they help their leader succeed – they succeed. When they help the leader look good they look good. They are focused more on the big picture that causes everyone to move upward not just themselves. In understanding the big picture they realize it’s a team effort and they make great team players.

Load lifters create momentum

Imagine for a moment how different things would be in your organization if more people took on the attitude if being a load lifter. What would be different if all of your colleagues checked their egos (and titles) at the door each morning and totally committed themselves to the idea of being a load lifter?

Load lifters create a momentum that once embraced, can take your organization to a new level of productivity and synergy. Is your organization stuck and trying to figure out how to get to that next level? Are you in need of some type of infusion of energy to get things moving? The answer is found in load lifters who can create the energy and momentum you need to go forward.

Load lifters are not necessarily the most talented, gifted, or smartest people – they are just bright enough to know that if they lift the load for their leader they can catch the wave and go to new heights with them.

Are you a load lifter?

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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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