Uninformed and Out of Touch

A corporate newsletter goes out from the CEO to the workforce, touting the greatness of the company and how it is the market leader.  It talks about revenues being up and expenses being down and the bright future of the company.  If you are working for this company what do you do with the newsletter?  If you are truly working for a great organization you probably share it with your family with a sense of pride.  However, if you are one of the 33% of employees who hate their job and are actively looking for a new one, you probably chuck it in the trash.

Many leaders are so out of touch they think everything is hunky dory.  CEOs and other top executives often do not know what is going on at the ground level of their companies.  One of my favorite television series is Undercover Boss.  The premise of the series is that a top executive goes undercover in his/her own company to see what is really going on in the organization.  Many times it is an eye opening experience.  On one episode a CEO stated in front of his employees, “I thought sitting behind a desk in Michigan I had the right to say we take care of our people, I have learned firsthand that the people take care of this company.”

Unfortunately, I believe there are too many top executives who could care less about how the people in their organization feel about their company or its leadership as long as they are meeting the company’s goals.  Little do they know, there are good employees at risk of quitting or are suffering in silence.

I recently read an article that stated:

• 1/3 of the employees are looking for new jobs.
• Many employees are suffering from low morale.
• Employees are dealing with unrealistic expectations placed on them by their companies.
• Employees are asked to do more with less and for less.

With the costs associated with the acquisition of new employees, companies need to pay more attention to the overall satisfaction of their people.  

If you are a leader in your company and you are looking for ways to improve the overall morale of your employees, consider the following:

• Where feasible, conduct consistent one-on-one meetings with your employees at least monthly.  This check-in lets them know you care about them.  (Important note: let them set the agenda). 
• Set realistic expectations.  Ask for their feedback on what is expected of them.  If this is not done, you will find out pretty quickly whether they are aligned on what you expect.
• Allow them to utilize their strengths.  If not, they end up performing tasks because they must if they want to work, but they hate it.
• Supply them with the tools they need to get their job done.
• Work with your employees to establish goals, both personal and professional, and metrics to help them measure their progress.  Good employees want to know that what they do matters to the company.
• Reward people for performance and hold them accountable for not meeting their commitments.  Rewards are more than just money.  Find out what motivates your employees and, as appropriate, reward accordingly.

Complacent leadership can dramatically impact the profitability and sustainability of your company because it may lead to the loss of great employees.

When you neglect your A+ employees, all you are left with is a bunch of uninspired and unhappy people; however, showing your employees how much you care about their growth and development will result with a highly charged, innovative and committed workforce.

What are you doing as a leader to maintain the morale of the people you lead?

The Value of Appreciation

"The deepest principle in human nature is the craving to be appreciated." William James

Undercover Boss is one of my favorite television shows.  For those of you who have not seen the show, it takes a CEO or other high level executive of a large company and places them under cover in their own company.  This gives the executive a better view of what is going on in the organization from a ground level perspective. 

In one of the last episodes the executive of one of the featured companies said that he went undercover to see what could be done to make the company more profitable and efficient.  However, after meeting and working with the people in his organization he quickly recognized that it was more the people and not necessarily the process that makes a company successful. 

During the show there is a segment when the executive speaks directly to the camera and gives his/her observations on how the day went.  During this time, most have an epiphany that their organization is made up of many hard working and dedicated workers whose work goes unheralded.  They have a greater appreciation for the “spokes in the wheel.”  The employees become more than a number.  There’s a face and a story to everyone working in the company. 

In the final segment of the program all of the employees featured during the show are brought to headquarters, not realizing they are going to meet the undercover boss.  In just about every case the undercover boss surprises the employee with either a promotion, money to donate to charity, a family vacation or some other form of appreciation.  When interviewing the employee after meeting with their boss, the one thing  that seems most meaningful to them is how important it is to be appreciated.  More than money or a promotion employees want to feel and know they are appreciated. 

Why is genuine appreciation so important?  It lets your employees know that they are valued and that you really care for them.  Appreciation recognizes the value and contribution of the people in your organization.  Gratitude authentically expressed is critical to the continuous engagement of the employees within a company. 

If you are a leader in your company, do you feel appreciated?  If not, how does it make you feel?  

The Value of Engagement

“People do not care how much you know until they know how much you care.”

John Maxwell

I had the opportunity to visit the company of a friend who was the VP of a large service organization. During the visit we toured the warehouse and I was amazed to see how many of his employees responded to him as moved through the building. They all said hello and he acknowledged each of them by name. He told me how long some of them had been working with the company and special stories about their families. It was quite apparent that there was a lot of respect between them. He genuinely cared about his employees. As a result, he led a high performing team which year over year met performance goals.

During lunch we discussed his company and his philosophy on leadership. He expressed that no company can truly be successful without a fully committed and engaged work force. Part of cultivating the engagement is to treat everyone like you want to be treated and to value each employee personally. No one likes to work in anonymity. They want to know that they matter and that you care. They want to feel and be treated like they are genuinely important and that the work they do is important.

As a result of my experience, I have made a conscious effort to engage with every member of my team. I do not do it because I am trying to get more out of them, but because I want them to know that they are important to me and our company. It is about people and building solid working relationships. I am not saying we need to be best buddies with everyone that works with us, but an effort should be made to connect with them on a meaningful level. Above all else people are a company’s greatest asset.

Has there been a time in your career that you felt anonymous at work? How did it impact your performance? Did it leave you feeling disconnected? Maybe you feel like just another number.

Have you ever worked for a company where you felt valued?