At its core, business is simply a network of interconnected conversations. And the health of a company can often be gauged by watching the interactions between employees and their leaders. In toxic companies, conversations are usually destructive and leave people […]
Employee trust in management and commitment to the company have been in decline for decades. Yet we know that trust and commitment are essential for high individual and corporate performance. Only a minority of companies have managed to buck this decline and have built companies worthy of the human spirit. How do they do it?
Have you ever measured your Potential Quotient? Do you even know that PQ is?
Everyone is familiar with IQ and what it measures, and EQ (Emotional Intelligence) is a common term in personal development. Now we are turning our focus not only to products and services, but to people and purpose. In order to do this the world needs to understand potential … specifically Influence Potential, known as your Potential Quotient or PQ.
In a recent Time cover article, Questions to Answer in the Age of Optimized, Eliza Gray points to the newest trend in hiring: personality testing for all applicants. Gray writes:
“The New Rage for personality testing is being driven by a collision of two of the business world’s hottest trends. The first is Big Data [collecting as much data as possible]…the second…is called analytics [wherein data patterns are analyzed] to optimize performance.”
Employee engagement is more than endless perks. Most of us know that. However, there’s a risk brewing with our employees – and Internal Communication may be helping to fuel it. By linking our engagement strategies to purpose, we’ll create the most valuable kind of engagement, and reduce the risk of a one-sided approach.
It’s a fabled story about a janitor’s exchange with President Kennedy during the early days of NASA: “What do you do?” the president supposedly asked the man with a broom during a visit to Cape Canaveral.“Well, Mr. President, I’m helping to put a man on the moon.” This meeting may not have actually taken place. But there’s a good reason it’s one of the most commonly-repeated management anecdotes: it illustrates the idea that a workforce motivated by a strong sense of higher purpose is essential to engagement. A survey by Calling Brands found that working for an organization with a clearly defined purpose is second only to pay and benefits in importance for employees, and ranks ahead of promotion opportunities, job responsibilities, and work culture. Two-thirds said a higher purpose would motivate them to go the extra mile in their jobs. A similar study by Net Impact showed that almost half of today’s workforce would take a 15% pay cut to work for an organization with an inspiring purpose.
If you didn’t have authority, how would you hold people accountable? Don’t demand what must be given. Authority as a hammer: Maslow said, "I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail." Accountability is the nail when a leader's hammer is authority. "You have to hold people…
The startling truth is that a recent Gallup poll indicates 70% of us are disengaged at work – checked out. That means that 7 out of 10 of you at work right now are either reading this article or playing Candy Crush on your mobile phone. Amongst those 70%, 20% are actually actively disengaged, which means they are partaking in sabotaging behaviors at work. And you probably just thought of the cross functional “partner” on your team that fits that bill.
All of this is a real dilemma for companies trying to do more with less, which is all of them. The answer to winning back the disengaged, (and keeping the engaged, engaged), isn’t pay, perks, or promotions. It’s meaning – that is, giving work a greater sense of significance, and thus, making work matter. Finding meaning in and at work produces engagement, fulfillment, and performance that sustains over the long haul – it is the motivational tour de force of our times.
When somebody engages you, what do you actually feel? It can be difficult to describe, but the employee engagement field can help. Learn to trigger these 4 feelings to become a more generous, inspiring speaker.
Many books have properly outlined the power of effective praise and recognition. From Nelson’s books to Ken Blanchard and Spencer Johnson’s New One Minute Manager (and its predecessor) to Michael Lee Stallard’s Connection Culture (my favorite), the inherent need to create an approach and culture that validates your people is powerful and proven.
And for all the note card, bell ringing, and public praise methods, each author agrees on the most simple and cost effective method for engaging their people.
Even with the best of intentions, some of the methods chosen to improve employee engagement can backfire. Engaged employees can improve retention, strengthen a company culture and increase productivity, but all that is quickly ruined when any of these seven deadly sins are committed.
Earlier this week I attended a talk by L'Oréal’s Digital Employer Branding Manager, Alexander Onish, in which he discussed how the cosmetics brand uses social media to make it a more attractive employer and improve employee engagement.
What are the most important three words for any relationship between a manager and employee? No, it’s not “I love you.” Now that would be inappropriate, although not everyone would agree with that opinion. Love their jobs, yes. Love their managers or employees? Eew! No, the most important three little words are: “I trust you.” Trust is the foundation that a positive manager-employee relationship is built on. The absence of trust leads to micromanagement, fear, risk-aversion, backstabbing, destructive rumors, a lack of innovation, mistakes, and a lack of engagement. What does trust look like? It’s all in the eye of the beholder, but here’s a starter list from both the manager’s and employee’s perspective:
Everyday the spirits of millions of people die at the front door of their workplace. There is an epidemic of workers who are uninterested and disengaged from the work they do, and the cost to the U.S. economy has been pegged at over $300 billion annually. According to a recent survey from Deloitte, only 20%…
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