Posts Tagged ‘morale’

Of the eight fields of life, one that will occupy a significant portion of your time and energy is your job, career, or business. What career you pursue and how you engage with your work is one of the determining factors in the quality of your life and your legacy.

While most people are concerned with the mechanics and features of their work, salary and benefits, customers and contracts, there is one question which should come first.

Are you engaged in your work with head, heart, and hands?

According to research on employee engagement, fewer than 30% of employees may be actively engaged in their jobs. Naturally, they are the high performers. But imagine how a team would perform in sports if only two or three of its members were committed to winning the game or playing their best!

You may have observed disengagement in your co-workers. As a manager or business owner, it may be one of your biggest challenges. But the greater challenge, and the one that you can most readily do something about, is addressing the question of your own engagement. Are you on a career path which is worthy of full engagement? If not, what can you do to improve your situation?

A life of quiet compromise

If only 30% of employees are engaged in their work, what of the other 70%? Some are so-called realists, defenders of the status quo. Others may be unhappy, but feeling that beggars cannot be choosers, lead a life of quiet compromise. Many are simply marking time.

Unfortunately, this leads to a situation in which both employer and employee remain disengaged in the workplace. This affects both pay and performance, in that employers pay just enough to keep people from quitting, and employees work just enough to keep from getting fired. That is a fine line to walk, and an easy one to cross.

Crossing the line

The 7 Hidden Reasons Employees Leave, written by Leigh Branham and published by the American Management Association, looks at why people do cross the line and leave their job. Branham’s book is well researched and documented, based on surveys by the prestigious Saratoga Institute, of 19,000 employees who revealed their real reasons for leaving. This book addresses the problem of employee engagement with 54 Best Practices for keeping good people in your company.

There are 7 hidden reasons that departing employees give for leaving. In brief, the real reasons are:

  1. The job was not as expected
  2. There was a mismatch between the person and job skills
  3. Lack of feedback or coaching
  4. Closed doors or lack of advancement opportunities
  5. Lack of recognition or appreciation
  6. Stress and life-work imbalance
  7. Loss of trust in top leaders.

According to Leigh Branham, 90 percent of managers believe that people leave or stay because of the money, while 90 percent of employees say they leave because of issues related to “job, manager, culture, or work environment.” If this gap in perception were not so great, perhaps those employees would be loyal, not leaving.

The shift to positive engagement

What if these reasons were turned around and read as, the 7 hidden opportunities for increasing employee engagement?

Rather than engaging with your work in a minimalist way, why not turn the process around and make the shift to positive engagement? You can do this at any level from front line worker to business owner, and you can do it at any stage in your career.

The key is to keep your ideas flowing and your passion high. Direct your energy to making your situation better, and be prepared to get more active as you get more engaged.

  1. Raise your expectations. When things are not to your satisfaction, rather than disengaging, actually increase your expectations, and you will not be disappointed. Sometimes all you need to do is ask.
  2. Increase your skills. If you are finding it hard to achieve something, rather than stepping away from it, seek to increase your skills, knowledge, and experience. New technology can often extend your reach.
  3. Get feedback or coaching. If you feel cut off, rather than further isolating yourself, actively seek out advice or support. If you keep your eyes open, you will find abundant resources available to help you.
  4. Take initiative. If you are finding doors and avenues closed, rather than turning back, keep looking, keep asking, keep trying to find new ways to move forward and the passage will open up for you.
  5. Give recognition or appreciation. If you are feeling unappreciated, rather than feeling sorry for yourself, why not try giving appreciation to others. If you are sincere, you will find that the more you give the more you will receive in kind.
  6. Seek Life/Work balance. If you are feeling stressed by imbalance in your life and work, or by a mismatch between your work and values, then do what you have to in order to restore the balance. You cannot be effective if you lose your balance.
  7. Build trust. If you are troubled by lack of trust, do what you can to restore it. Lead by listening, keep your promises, be dependable.
  8. Engage head, heart, and hands. If you feel disengaged with your work or career, you can almost always do something to improve the situation by getting more actively involved mentally, emotionally, and physically.

Your business, work, or career is one of the eight major areas of life, or fields of engagement, which lends itself very well to strategic planning with the Mandala Chart. To help you apply this to your business, download a PDF template called OPPORTUNITIES FOR ENGAGEMENT. Use it as a reminder that you have at least 8 ways in which you can make the shift to positive engagement, which will make you happier, more productive, and better able to serve others.

Although business is just one of eight fields of engagement in life, it is affected by and also has an impact on the others: health, finances, home, society, character, study, and leisure. That is reason enough to get and stay positively engaged.

Quality #11: Driving Change Through Leadership

by Tanmay Vora on November 23, 2009

change through leadershipWelcome to the penultimate post in this 12-part series on QUALITY, titled #QUALITYtweet – 12 Ideas to Build a Quality Culture.

Here are the first ten posts, in case you would like to go back and take a look:

  1. Quality #1: Quality is a long term differentiator
  2. Quality #2: Cure Precedes Prevention
  3. Quality #3: Great People + Good Processes = Great Quality
  4. Quality #4: Simplifying Processes
  5. Quality #5: Customers are your “Quality Partners”
  6. Quality #6: Knowing what needs improvement
  7. Quality #7: Productivity and Quality
  8. Quality #8: Best Practices are Contextual
  9. Quality #9: Quality of Relationship and Communication
  10. Quality #10: Inspection can be a waste if…

#QUALITYtweet Critical question: Knowing that

people will change only if they want to, how do you

make sure they “want” to change?

Process Improvement is a “change” game and implementing change isn’t always easy. In case of process improvement, the challenge is to change habits and behaviors of your people. That makes it even more difficult.

People change, not by “force” but by their “intent”. With force, people may dispassionately comply with your processes, but for true involvement, their intent needs a direction. With this as a given, critical questions are:

  • How do you make sure that you implement change by driving intent of people?
  • How do you make sure that people are passionately involved in change?

The answer to these is “Change Leadership”. Leading a change means undertaking right initiatives, mobilizing resources, addressing soft aspects like motivation, overcoming hurdles and aligning the teams to make it happen. How can change leadership drive process improvement initiative? Here are a few pointers:

  • Accurately define what needs a change: Apply 80:20 rule to identify what needs improvement. It is easy to align people when they know that they are improving the right areas that have maximum business/operational impact.
  • Create a change time line: Humans work best when they work against a time line. We often tend to get complacent when there are no deadlines. Reasonable pressure helps us become more creative. Create a time line by when change will be implemented with a step-by-step action plan. This also creates a sense of urgency.
  • Engage people: People tend to commit themselves to things they are involved in. Involve practitioners and managers in defining the change. They are the ones who will be impacted by the change. Engage them by explaining them the larger context, vision and business need. When they know the larger picture, they can align their actions accordingly. They also need to know the “What’s in it for me?” part. How will they become more effective? How will this change help them improve their performance? They want to know this.
  • Review progress periodically: If you don’t monitor your people, you give them a reason to slow down. Have short and effective meetings (in group or one-on-one) with people involved in change. Take a stock of how things are going. Understand their problems. Help them do better. They get help and you get the broader picture. If you hit some roadblocks, you still have chance to re-align. Review early and often. This is also your opportunity to share progress and motivate people involved in improvement initiatives.
  • Lead: Give them the context and set them free. Micromanagement on tasks can kill creativity and morale. Be there to help them, but let them do it on their own. People learn the most when they try to do it themselves. They will make mistakes. Help them overcome and share the lessons learned. Set right examples for them to follow.
  • Share rewards: when you link participation with rewards, it will help you get voluntary participation from people. But after they have participated, it is only your leadership abilities that will keep them going. You will still have lot of people who will willingly participate.
  • Keep rotating teams: Once a change cycle is implemented, induct new team members in the improvement team. You maximize the opportunities for everyone to get involved in defining improvements. Broader the participation, wider the acceptance of change.

Last but not the least, people engage when they see continuity of effort. If your improvement initiative is temporary or ad-hoc, people will not engage beyond the first cycle. When people see consistent results from a process improvement group, they willingly participate.

Process improvement is a journey and not a destination. Who you travel with matters a lot. Choose the right people and get them to swing into action. Your business will thank you for that!