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SilkRoad’s TalentTalk Research Program recently surveyed 781 HR professionals who reinforced the importance of employee engagement and provided insight into increasing employee retention.
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As the world mourns the loss of Nelson Mandela and commemorates his greatness as a leader, we would do well to remember that one of the many hallmarks of his leadership was trust. The greatest leaders in the world gravitated toward Mr. Mandela because he was genuinely trustworthy and his purpose was to support peace, prosperity and unity not only in South Africa – but throughout the world. Mandela was able to lead people in ways that many find impossible to do. As he famously said, “It always seems impossible until it’s done.”
Unfortunately, trust is in rare supply these days. People are having trouble trusting each other, according to an AP-GfK poll conducted in November 2013, which found that Americans are suspicious of each other in their everyday encounters.
Trust is the foundation on which every accomplishment is built.
Whether you’re leading a multinational company, a human-service nonprofit, a team of three engineers trying to solve a stubborn problem, are a parent, or a community volunteer, in your role as a leader you give and receive truly significant gifts...
Leaders need others' trust. But it's equally important for them to trust themselves and those who work for them.
Truly excellent leaders live in a very interesting sweet spot of trust: they have enough trust in themselves to totally commit to a point of view, a decision, a course of action. And they have enough trust in others to be open to hearing about and deeply considering alternative points of view, decisions, and courses of action.
Leaders who trust both themselves and those around them really shine when something turns out badly. They acknowledge that it was their decision, they apologize well, they say what’s going to happen differently, and they move on.
You cannot have successful business relationships without trust.
By Tom Gardner and Morgan HouselLook at the coworker to your left. Now, to your right. At least one of them loathes their job. Maybe you do, too.According to a recent Gallup survey of 5.4 million
Employee engagement is an economic engine that can not only ignite companies, but jump-start the whole economy. Yet not enough companies recognize the sheer power of engagement.
The recession seems to come to an end in the US yet many are still worrying and too many employees are in fact actively disengaged.
We need more people doing the extra mile for the customers so leaders and managers must learn what motivates each and every person they can influence so they can develop a more creative and response-able organization.
Great Scoop Anne, I completely agree with your insight!
Here is my favorite section of the article:
An engaged workforce makes a company somewhat recession proof. Yes, there are external economic and consumer pressures out there. But even in a recession, your best workers still come in every day saying:
"Here's how we're going to win; here's what I can do to make it better; here's how we're going to drive costs down."
They're asking the right questions, and they're determined to do whatever it takes to drive success.
To be clear, I'm not saying that bold, market-leading thinking can't happen when the economy is off. I'm saying that it takes an engaged workforce to do it.
Not-engaged and actively disengaged workers -- who make up 52% and 18% of the U.S. workforce, respectively -- are more concerned about keeping their jobs than moving the company forward, so they'll tend to take the safer road.
They aren't necessarily going to be bad workers, but they aren't going to fix the process. They're exclusively going to do what they're told.
The 2012 Edelman Trust Barometer, a trust and credibility survey that collects data from more than 30,000 people, found that regular rank-and-file company employees have more credibility than executives.
Would you do business with your own company? #BrandPerformance #JoyinWork
How to stay motivated when you have big plans (so you can get to the good stuff!).
There are some recurring themes among these issues such as clear communication for alignment of objectives and employee engagement in the workplace. One solution that companies are looking into to address these issues is to revamp their performance management system. Long gone are the traditional annual performance appraisals.
Companies are looking for social, agile, and innovative ways to make performance reviews more regular with real-time feedback. Managers are becoming coaches and 1:1 coaching sessions are employee driven Managers are becoming coaches and 1:1 coaching sessions are employee driven.
It has become a known fact that nowadays, the average worker stays in each job for 4.4 years.The new wave of Generation Y workers entering the workforce will stay in a job for less than 3 years
Perfrmance management is necessary, but we can make it better and more relevant!
Comme beaucoup d'entre vous, nous nous sommes inspirés du modèle de la fonderie FAVI impulsé par Jean-François ZOBRIST. Véritable pionnier de la libération, Jean-François fait donc parti des « cas » étudiés ...
le blog d'une entreprise nantaise sur le chemin de la "libération'. Une expérience à suivre.
Executives can thrive at work and in life by adopting a leadership model that revolves around finding their strengths and connecting with others. A McKinsey Quarterly article.
I like the impacts: presence, resiliency, and belonging. I must not have worked with centred leaders the last few years. Maybe I did not work with leaders.
Flat structures work, and work better. It’s time to start reimagining management. Making everyone a chief is a good place to start.
A fine blog post on HBR by Tim Kastelle. Find Tim's blog here: The Discipline of Innovation.
Interesting article. (From the article): There is a growing body of evidence that shows that organizations with flat structures outperform those with more traditional hierarchies in most situations (see the work of Gary Hamel for a good summary of these results). But while we are seeing an increasing number of firms using flat structures, they are still relatively rare. Why is this so?
Don, thank you for sharing this article!
Flat organizations seem to facilitate efficient communication, response, and action. When it works...front line talent are empowered to make decisions.
Tradtional frameworks tend to have more steps of decision-making and approval.
What are your thougths?
Make it a great day!
You can spend months defining your team’s core values, articulating your Mission and Vision, and fashioning a flexible, up-to-the-minute strategy — but your whole tower will crumble if your team members don’t feel motivated enough to execute rapidly and consistently.
7 tips that may help to improve team performance.
We are a society that puts a huge emphasis on rewards, and a school of psychology is based on it. In behavioral psychology, an American invention, there are two ways to stimulate a response from someone, either reward them or punish them. This two-way mechanism works with lower animals - dog and horse trainers, for example, use food treats to reinforce the behavior they want - so it should work with humans, or so the logic goes. If you want a certain behavior out of prisoners, for example, behaviorists advise giving privileges as a reward for obeying the rules and punishment for disobeying them.
The duality of encouragement-discouragement has its advantages, although they don't come to mind as easily as earning a reward in terms of money and promotion.
Ce qui manque c’est plutôt la passion, l’envie, l’implication, l’investissement de soi.
Ceux-ci sont plus difficiles à détecter, à gérer, à susciter alors qu’ils sont le ressort de l’excellence et du succès.
Comme l’économie reste une chose humaine, c’est ce qu’y mettent les hommes qui fait la différence. Les professionnels du sport et de l’art le savent, les spécialistes du management l’ont parfois compris, rarement intégré.
Pour l’auteur cette passion se traduit par l’oubli de soi et le détachement.
Ne pas songer à la suppression d'un enseignement, pensons pluôt à la refonte des programmes et des valeurs à véhiculer.
Collaboration is described in the Oxford dictionary as;"working in combination with another". It sounds so simple doesn't it? But of course we all know that 'simple' does not always equate to 'easy'
According to a survey published this month by Right Management, 83% of employees said they are actively seeking a new position for 2014. Gallup’s State of the American Workplace study earlier this year found that 70% of workers are not engaged or actively disengaged and emotionally disconnected from their workplaces, and thus less likely to be productive. Gallup’s research also finds that engagement is strongly connected to business outcomes essential to an organization’s financial success.
Here are three workplace trends that are likely to keep employees engaged and retained in 2014:
Bottom line: pay attention to honing your leadership style in 2014. If not, your employees may find other opportunities to get their voices heard.
How can leadership be about giving more to get more? Early in my career I had two questions about this when my mentors shared this philosophy with me.
Leaders, if you want more - give more. It’s just like Bob Burg said in his book, The Go-Giver,“Your true worth is determined by how much more you give in value than you take in payment.”
“You can have everything in life you want, if you will just help enough other people get what they want” Zig Ziglar, via D_G_McLaughlin
And give as a gift !
Thriving organizations don’t rely solely on adaptive and agile manager leaders. They also need employees who also are willing to adapt with increasing fluidity to 21st century business demands.
(From the article): The workplace and job market is already fiercely competitive. It will only intensify as employers continue to be ultra-selective in their hiring decisions. The five areas featured are marks of an employee willing to do good work, own their development and mistakes. Furthermore, the goodwill developed from demonstrating skills in any of the five ares will reverberate beyond the current employer.
Good points about what managers ought to be encouraging in employee behavior. It is helpful to understand behavioral priorities in terms of organizational effectiveness. As suggested flexibilty is critical for coping with change; but robust engagement means more dedicated effort, broad alignment means more focused effort, and superb execution means getting excellent results from efforts. These are the other priorities leaders and managers ought to support in their employees.
While it's true there are companies that are aware that good morale among employees propels profits, many businesses are missing opportunities for growth. It's not because of marketing. It has to do with internal issues.
From the article :
1. Act with integrity
2. Listen/demonstrate care
3. “Walk the talk”
4. Demonstrate trust and empowerment
5. Encourage/recognize hard work
6. Provide clear and consistent messages/vision
7. Give constructive feedback/coaching
Most small businesses that employ staff, find that the level of motivation in individuals can vary remarkably, and even for individuals their motivation levels can rise or fall dramatically over time.
Sometimes it is hard for business owners to understand what motivates or demotivates their employees, and given the complex science behind motivational theory, it is not surprising that articles on the subject can be very weighty and at times incomprehensible.
This excellent article, suggests that trust is the key factor in determining staff motivation, and it provides a simple infographic that very neatly sums up the whole subject to allow a better understanding of the basics of employee motivation.
Trust is certainly part of it...what else?
The 5 Levels of Leadership http://t.co/eIE3Ww3BVV
Pinnacle leaders stand out from everyone else. They are a cut above, and they seem to bring success with them wherever they go. Leadership at this high level lifts the entire organization and creates an environment that benefits everyone in it, contributing to their success. Level 5 leaders often possess an influence that transcends the organization and the industry the leader works in.
Are you aiming for the Pinnacle?
Leadership and legitimacy go together. When people see individuals in a leadership position and they show legitimacy, they will be more likely to follow.
Individuals want to collaborate. Work in teams. Accomplish. Invest in something worthwhile with a purpose. Leaders play a crucial role in making it all happen. You can rely on yourself (and risk winding up alone on the range) or engage your workforce and let them succeed.
Some nice ideas here on how to walk the walk.
We learned early on that our growth and success depended on our employees: how hard they worked, the ideas they had, how committed they were when times got tough, the types of relationships they formed with customers, and so much more. Keeping our employees inspired and happy, and honestly acknowledging how much we appreciated their loyalty and efforts, were some of our top priorities as business owners.
11 wasy that we can make an impact at work, no matter where we are in the organization.
Senior managers often say that it is their people who matter most; then demonstrate the opposite by their behaviour! So here are some helpful tips to make sure you are really engaging your people where it matters!
Remember ... work is the thing you do, it is not the place you go to!
Employees with ownership and clear expectations from above always perform better. Here's how to foster accountability.
Leaders first set the example and next set the tone for everyone in the organization being accountable and willingly taking ownership. If you don't own the outcomes (the good, the bad, and the ugly), then no one else will.
One sure way to kill your leadership career is to lead scared. Leading from a position of fear never brings good results. It causes you to make rash decisions, shrink from opportunities, and needle...
It's about courage, tranparent and values-based leadership.