EMPLOYEE ENGAGEMENT - 2011

The other day I received the BlessingWhite Employee Engagement Report 2011.  They introduce their report with these bold words:  "In organization's every individual is accountable for his or her own engagement; anyone with direct reports must coach team members to higher levels of engagement and manage his or her own engagement; and executives set the tone for high morale and motivation plus shoulder the responsibilities of individuals and managers".  The report itself is 80+ pages but I'd like to share some of their key findings because whether we want to recognize it or not, as leaders, we must encourage our workforce to build a more engaged organization.

These key findings focus on engagement levels worldwide, the engagement-retention connection, key drivers, and the ways that behaviors of managers and senior leaders influence engagement.

• 31% are Engaged, and 17% are Disengaged.
• There's a strong correlation between engagement levels and age, role/level, and tenure.
• More employees are looking for new opportunities outside of their organization.
• Engaged employees plan to stay for what they give; the Disengaged stay for what they get.
• Employees worldwide view opportunities to apply their talents, career development and training as top drivers of job satisfaction.
• Trust in executives appears to have more than twice the impact on engagement levels than trust in immediate managers does.
• Managers are not necessarily doing the things that matter most.
• Executives appear to struggle with key leadership behaviors.  Engagement surveys without visible follow-up action may actually decrease engagement levels.  

Some of the key implications and recommendations state that to reap the rewards that a more engaged organization promises, your entire workforce needs to be accountable for their piece of the "engagement equation" every day.  As an individual:  Ownership, clarity and action; Managers: Coaching, relationships and dialogue; Executives: Trust, communication and culture.

Think about it, are you making sure your workforce is engaged?

To download your free copy, click on the following link.  http://blessingwhite.com


Regards, Marya

To Survive Tough Economic Times You Need Great Leadership!

It always amazes me that when economic times get tough, and businesses need to cut back to save money, the first thing to go is employee training and development. What a HUGE mistake companies and corporations make when they cut out one of the most important perks they can give their leaders and managers. In a short article in the American management Association, Executive Matters Newsletter, Mr. Quint Studer states emphatically, "Great leadership is everything!" Here, here! The important fact that he shares is that companies who have mediocre leadership can do great in a booming economy, but when the times really get tough that just won't do. That's when great leaders and managers come to the forefront and ensure their organizations survive.

So how do organizations create a culture of sustainable leadership. Well, it doesn't happen overnight and it can be done if you don't throw solid training and development opportunities out the door.

Here are some suggestions that can yield quick wins and get your organization on the right path to surviving these tough economic times.

Put together a plan to get through this economic downturn. Set objectives, align company goals and make sure employees are on the right track to meeting those goals. Scrutinize expenses and eliminate waste. Communicate the plan to all employees so they know what's happening and can plan for their future too.

Be honest with your employee and don't be afraid to address the tough issues. If you start closing the door and conduct meetings in secret your going to harm morale. This is insulting and erodes employee trust. Your employees are adults, treat them that way. That's how you gain appreciation, and build trust.

Give your managers and supervisors the information they need to answer employee questions. Don't let rumor mills start because they undermine morale. Tell your managers the truth, and give them answers they can share with their employees. Everyone needs to speak in the same voice and reinforce your company's survival strategy.

Keep fear out of your company. Fear can permeate a company and if you don't nip it in the bud it will take over. Employees need to be able to express their concerns and YOU need to listen to them so you clearly understand their issues.

Chuck the dead wood. This is a tough one but you need to get rid of low performers. They waste everyone's time and unfortunately, in tough times, the day of reckoning arrives fast. Right now is when you need to keep your middle performers and superstars, NOT your low performers!

Hang on to your top and solid performers. I don't think anyone is willingly going to walk out the door, but you can't afford to lose your best talent. Look at the perks you have to offer that don't cost a lot of money. Is there anything you can do to add some satisfiers to their daily work? This is a great time to get creative and it's easier if your leaders, managers, and employees help you come up with some new ideas.

Manage up.....Always! Call a halt to any negative talk you hear. Make sure you continually reinforce the great things you know about the company. Keep a positive outlook and build everyone's confidence that together you'll get through these tough times. This will keep customers coming back and employees in a better place, emotionally.

Customer Service should be shining under a 1000-watt bulb! Your customers are pure gold in tough economic times. Remember, they can buy from anyone and you're just another fish in the barrel unless you stand out from the rest . Give your customers what they want and don't assume they're happy because they're not complaining.

Think about some of these suggestions and see how they can work for you, your leaders, managers and employees. There's no easy way to survive tough economic times, but with a few changes in how you do things and in your own attitude about the future, you'll stand a better chance at surviving than your competition.

At Performance Connect we can help you build great leaders with programs that incorporate the DiSC assessment and focus on key skills needed by leaders and managers today in the areas of leadership, management, communication, employee performance, team building and interpersonal skills. Certified facilitator for Gordon International Leadership Effectiveness Training, Synergistic Selling, and Conflict Resolution, Kepner Tregoe Problem Solving/Decision Making, DDI Targeted Selection and Interaction Management, and DiSC Programs and Assessments. Go to www.performance-connect.com to see what we have to offer.


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Tough Times Need Skilled Managers

We are currently faced with the toughest economic times imaginable. Downsizing, layoffs and firings abound and everyone is struggling to keep their heads above water. This is change at it's most dramatic. That's why the skills your managers have to handle change are crucial to your organization's and your employee's survival.

Let's take a look at what it takes for managers to be successful in steering your organization through these tough times.

First, let's be honest, change is not easy, in fact it's downright painful. But skilled managers realize this and know that the way you can take the blow from dramatic change and keep standing is not to fight the change but to be flexible and roll with the punches. This may be a new behaviors for some people, but skilled managers know the only behavior that will work in the long run is being adaptable, accepting the change and making it work for their people, the organization and themselves.

Now, more than ever, you need to stay positive. This is really tough because everything you know is changing around you. You're aggravated, confused, stressed and you feel like you're at your wits end. Rather than give in to these feelings, recognize that change gives us great opportunities to grow if we can recognize the opportunity, seize it and act upon it.

Focus your employees on the road ahead. Run a tight ship so people know where they are going, what is expected of them, and what the outcome will look like when they get there. This can be tricky because the outcomes from change are not always clear. But, if you can instill clear thinking and strategic direction toward short-range objectives, each small achievement will add up to long term success and the ability to survive change.

Know your priorities and eliminate non-value added activities. Keep your priorities clear and manage you people's objectives through ongoing feedback so they are not wasting time on activities that have little payoff. Do what must be done and keep the want to do's for less conflicted times.

Get people's feelings about change out in the open. Be a good listener and don't be afraid to share your thought around change. Just remember, you support higher management. You must remain an advocate for change, while dealing with your own feelings about it. Ultimately, your goal is to encourage your people to accept and embrace change as you all learn from the experience.

Change is also a time when morale can drop like a lead balloon. Make your people feel valued and build team spirit. People need to know that they're not alone and that by working together they're helping everyone make it through to the end of the journey.

Good communication is crucial. Make sure your continually communicate key information your people need to stay on top of change. Don't let rumors or misinformation take hold. If this happens, clarify rumors quickly so you don't end up with additional problems to deal with.

During times of change, people look to their own needs and taking care of those needs comes first. Remember, until they feel comfortable and can begin accepting the change, you're wasting your time trying to get them to pay attention to their work and maintain productivity. One excellent way you can help is to respond to their issues immediately. This way, everyone can start concentrating on what needs to be done to ensure the company and their jobs survive.

In tough times, great managers can become great leaders! Don't let catastrophic changes in your company or industry undermine your ability to manage change and manage it successfully. Your people are looking to you to get them through this. Giving them direction, communicating and listening to their issues and sharing and implementing a strategy going forward will make you the kind of leader they need and YOU need to be!

For more information on our strategic leadership and management training programs go to www.performance-connect.com.

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