How to avoid morale killers, pt. 6

When employees are engaged they are emotionally attached to the vision of the organization. They believe in what they do, the organization’s vision and the direction the organization is going. Employees who are engaged put their heart and soul into their job and have the energy and excitement to give more than is required of the job. Engaged employees are committed and loyal to the organization.

This the penultimate entry in my series on morale killers.  Click here to read the post that introduced this series.  Scroll down to see what’s new today.

1. “Organizational leadership is responsible for communicating the vision and keeping it in front of the employees.”
   My organization adopted a new vision last year.  It was announced with great fanfare at our annual sales meeting but since then it has drifted into the background.  Promoting and reinforcing an organization’s vision and mission does not have to induce groans or seem patronizing.  If the vision truly reflects the priorities and culture of the organization then it should be an easy “sell” and encourage employees.  The key is doing it the right way and for the right reasons.  Subtle but sustained focus can make a big impact.  Supplementing informal messages with intentional efforts to incorporate the vision into everyday activities will further infuse the organization with the message.
2. “Good communication within the organization can be one of the most important things an organization can do to foster employee engagement.”
   I have a saying, “you can’t over-communicate what’s important.”  That sounds like an over-simplified cliche.  Yet every organization I have worked for or project I have worked on has missed this point.  When times are tough rank-and-file employees need to hear from their leaders…frequently.  And I am not talking about employee meetings, which have a place, but informally.Leaders need to be visible and available.  Taking an hour once a week to walk through cubicle land means a lot to the rank and file.  Simply showing genuine interest in the people who are in the trenches is meaningful and translates to commitment and trust.  Tough times means everyone has to put in extra time and work under tight timelines.  Employees who feel a connection to their leaders will be more engaged.  Work assignments that come from distant unseen leaders have the opposite effect.
3. “Strong employee engagement is dependent on how well employees get along, interact with each other and participate in a team environment”
   I’m not saying everyone has to be friends but the nature of the interaction has to be genuine and authentic.  Some of this goes back to the frequency of the communication but it also has to do with the nature of the communication.  Focusing exclusively on action items and deadlines and never considering the other things that are going on in people’s lives is a morale killer.
4. “Employees are constantly watching leadership to see how their decisions affect the strategic direction of the organization and if their behaviors reflect what they say”
   I am sure everyone reading this blog has seen a leader who does not practice what they preach.  Its hard to stay positive when the news always seems to be bad.  It takes discipline to maintain your composure in trying times.  Everyone has to work hard to remain professional when times are hard.  I am not saying a person has to ignore the obvious.  Quite the contrary.  I believe a person can keep their cool better if they acknowledge that times are tough and routinely take stock of how they are handling the stress of the situation.
   I have seen leaders press on with their agenda despite having no indication that things are improving.  This can reflect confidence but can also make them seem aloof and possibly in denial.  Leaders need to be aware of how they are perceived.  They need good and trusted partners who provide this information.  What’s more they need to act on the information, which illustrates the second point, and communicate with their employees.  Leaders need to be visible and available. Their presence has a calming effect and builds morale.
5. “Employees need to feel validated and that they are a valued part of the organization.”
   This does not mean elaborate signs of recognition.  Make it personal.  Don’t rush it.  As a department head, make a mental note when you learn something significant about a direct report.  If that doesn’t come easily start by writing down something significant about each person on your team.  Take time to acknowledge it with the person.  They’ll be shocked (in a good way) when you ask about it.  Be respectful of their preferences.  Some people don’t want to be recognized in front of their peers (that’s me) while others are comfortable with that type of recognition.
6. “Employees need to feel like they are part of the process, that their thoughts and ideas matter and that they have a voice in how their work is performed”Morale suffers if a person always feels like something is being done to them rather than with them.  All organizations need a hierarchy and they cannot be run democratically.  However, there is also a point everyone can make a contribution that will improve the final product and that point varies depending on the project or skill-set of the individual.  Nevertheless, everyone loses together when an organization fails to meet goals and/or expectations.  Since this is the case shouldn’t everyone get an opportunity to apply their unique talents to prevent this from happening or, even better, contribute to its success?

   By contributing I mean more than simply delegating tasks.  I’m referring to a mindset.  You can tell leaders who are truly open to ideas.  They are energized by new ideas instead of threatened by them.  They seek input rather than simply providing it.  They find resources to support worthy ideas instead of hoarding them.  They recognize and compliment team members who make meaningful contributions.  They motivate through positive messages rather than fear.  People want to be around them.

 

 

How to avoid morale killers, pt. 5

When employees are engaged they are emotionally attached to the vision of the organization. They believe in what they do, the organization’s vision and the direction the organization is going. Employees who are engaged put their heart and soul into their job and have the energy and excitement to give more than is required of the job. Engaged employees are committed and loyal to the organization.

Day 5 of my series on morale killers.  Click here to read the post that introduced this series.

1. “Organizational leadership is responsible for communicating the vision and keeping it in front of the employees.”
   My organization adopted a new vision last year.  It was announced with great fanfare at our annual sales meeting but since then it has drifted into the background.  Promoting and reinforcing an organization’s vision and mission does not have to induce groans or seem patronizing.  If the vision truly reflects the priorities and culture of the organization then it should be an easy “sell” and encourage employees.  The key is doing it the right way and for the right reasons.  Subtle but sustained focus can make a big impact.  Supplementing informal messages with intentional efforts to incorporate the vision into everyday activities will further infuse the organization with the message.
2. “Good communication within the organization can be one of the most important things an organization can do to foster employee engagement.”
   I have a saying, “you can’t over-communicate what’s important.”  That sounds like an over-simplified cliche.  Yet every organization I have worked for or project I have worked on has missed this point.  When times are tough rank-and-file employees need to hear from their leaders…frequently.  And I am not talking about employee meetings, which have a place, but informally.Leaders need to be visible and available.  Taking an hour once a week to walk through cubicle land means a lot to the rank and file.  Simply showing genuine interest in the people who are in the trenches is meaningful and translates to commitment and trust.  Tough times means everyone has to put in extra time and work under tight timelines.  Employees who feel a connection to their leaders will be more engaged.  Work assignments that come from distant unseen leaders have the opposite effect.
3. “Strong employee engagement is dependent on how well employees get along, interact with each other and participate in a team environment”
   I’m not saying everyone has to be friends but the nature of the interaction has to be genuine and authentic.  Some of this goes back to the frequency of the communication but it also has to do with the nature of the communication.  Focusing exclusively on action items and deadlines and never considering the other things that are going on in people’s lives is a morale killer.
4. “Employees are constantly watching leadership to see how their decisions affect the strategic direction of the organization and if their behaviors reflect what they say”
   I am sure everyone reading this blog has seen a leader who does not practice what they preach.  Its hard to stay positive when the news always seems to be bad.  It takes discipline to maintain your composure in trying times.  Everyone has to work hard to remain professional when times are hard.  I am not saying a person has to ignore the obvious.  Quite the contrary.  I believe a person can keep their cool better if they acknowledge that times are tough and routinely take stock of how they are handling the stress of the situation.
   I have seen leaders press on with their agenda despite having no indication that things are improving.  This can reflect confidence but can also make them seem aloof and possibly in denial.  Leaders need to be aware of how they are perceived.  They need good and trusted partners who provide this information.  What’s more they need to act on the information, which illustrates the second point, and communicate with their employees.  Leaders need to be visible and available. Their presence has a calming effect and builds morale.
5. “Employees need to feel validated and that they are a valued part of the organization.”
   This does not mean elaborate signs of recognition.  Make it personal.  Don’t rush it.  As a department head, make a mental note when you learn something significant about a direct report.  If that doesn’t come easily start by writing down something significant about each person on your team.  Take time to acknowledge it with the person.  They’ll be shocked (in a good way) when you ask about it.  Be respectful of their preferences.  Some people don’t want to be recognized in front of their peers (that’s me) while others are comfortable with that type of recognition.

 

 

How to avoid morale killers, pt. 4

When employees are engaged they are emotionally attached to the vision of the organization. They believe in what they do, the organization’s vision and the direction the organization is going. Employees who are engaged put their heart and soul into their job and have the energy and excitement to give more than is required of the job. Engaged employees are committed and loyal to the organization.

The quote above got me thinking about employee engagement in difficult times.  Click here to read the post that introduced this series.  Below is the fourth installment.

1. “Organizational leadership is responsible for communicating the vision and keeping it in front of the employees.”
   My organization adopted a new vision last year.  It was announced with great fanfare at our annual sales meeting but since then it has drifted into the background.  Promoting and reinforcing an organization’s vision and mission does not have to induce groans or seem patronizing.  If the vision truly reflects the priorities and culture of the organization then it should be an easy “sell” and encourage employees.  The key is doing it the right way and for the right reasons.  Subtle but sustained focus can make a big impact.  Supplementing informal messages with intentional efforts to incorporate the vision into everyday activities will further infuse the organization with the message.
2. “Good communication within the organization can be one of the most important things an organization can do to foster employee engagement.”
   I have a saying, “you can’t over-communicate what’s important.”  That sounds like an over-simplified cliche.  Yet every organization I have worked for or project I have worked on has missed this point.  When times are tough rank-and-file employees need to hear from their leaders…frequently.  And I am not talking about employee meetings, which have a place, but informally.Leaders need to be visible and available.  Taking an hour once a week to walk through cubicle land means a lot to the rank and file.  Simply showing genuine interest in the people who are in the trenches is meaningful and translates to commitment and trust.  Tough times means everyone has to put in extra time and work under tight timelines.  Employees who feel a connection to their leaders will be more engaged.  Work assignments that come from distant unseen leaders have the opposite effect.
3. “Strong employee engagement is dependent on how well employees get along, interact with each other and participate in a team environment”
   I’m not saying everyone has to be friends but the nature of the interaction has to be genuine and authentic.  Some of this goes back to the frequency of the communication but it also has to do with the nature of the communication.  Focusing exclusively on action items and deadlines and never considering the other things that are going on in people’s lives is a morale killer.
4. “Employees are constantly watching leadership to see how their decisions affect the strategic direction of the organization and if their behaviors reflect what they say”
   I am sure everyone reading this blog has seen a leader who does not practice what they preach.  Its hard to stay positive when the news always seems to be bad.  It takes discipline to maintain your composure in trying times.  Everyone has to work hard to remain professional when times are hard.  I am not saying a person has to ignore the obvious.  Quite the contrary.  I believe a person can keep their cool better if they acknowledge that times are tough and routinely take stock of how they are handling the stress of the situation.
   I have seen leaders press on with their agenda despite having no indication that things are improving.  This can reflect confidence but can also make them seem aloof and possibly in denial.  Leaders need to be aware of how they are perceived.  They need good and trusted partners who provide this information.  What’s more they need to act on the information, which illustrates the second point, and communicate with their employees.  Leaders need to be visible and available. Their presence has a calming effect and builds morale.

 

How to avoid morale killers, pt. 3

What does engagement look like?

• Emotionally attached
• Heart
• Soul
• Energy
• Excitement
• Committed
• Loyal

The list above is from an article I read recently on the impact of cost cuts and staff reductions and how organizations can maintain employee engagement.  This is part 3 of my series of posts.

Click here for all of part 1.

1. “Organizational leadership is responsible for communicating the vision and keeping it in front of the employees.”
   My organization adopted a new vision last year.  It was announced with great fanfare at our annual sales meeting but since then it has drifted into the background.  Promoting and reinforcing an organization’s vision and mission does not have to induce groans or seem patronizing.  If the vision truly reflects the priorities and culture of the organization then it should be an easy “sell” and encourage employees.  The key is doing it the right way and for the right reasons.  Subtle but sustained focus can make a big impact.  Supplementing informal messages with intentional efforts to incorporate the vision into everyday activities will further infuse the organization with the message.
2. “Good communication within the organization can be one of the most important things an organization can do to foster employee engagement.”
   I have a saying, “you can’t over-communicate what’s important.”  That sounds like an over-simplified cliche.  Yet every organization I have worked for or project I have worked on has missed this point.  When times are tough rank-and-file employees need to hear from their leaders…frequently.  And I am not talking about employee meetings, which have a place, but informally.Leaders need to be visible and available.  Taking an hour once a week to walk through cubicle land means a lot to the rank and file.  Simply showing genuine interest in the people who are in the trenches is meaningful and translates to commitment and trust.  Tough times means everyone has to put in extra time and work under tight timelines.  Employees who feel a connection to their leaders will be more engaged.  Work assignments that come from distant unseen leaders have the opposite effect.
3. “Strong employee engagement is dependent on how well employees get along, interact with each other and participate in a team environment”
   I’m not saying everyone has to be friends but the nature of the interaction has to be genuine and authentic.  Some of this goes back to the frequency of the communication but it also has to do with the nature of the communication.  Focusing exclusively on action items and deadlines and never considering the other things that are going on in people’s lives is a morale killer.

 

How to avoid morale killers, pt. 2

Cost cuts are staff reductions are a modern-day reality but they are morale killers too.  How can a leader maintain morale while making the hard decisions that keep a company competitive?  This is is part 2 of my series on avoiding morale killers.

Click here for all of part 1.

1. “Organizational leadership is responsible for communicating the vision and keeping it in front of the employees.”
   My organization adopted a new vision last year.  It was announced with great fanfare at our annual sales meeting but since then it has drifted into the background.  Promoting and reinforcing an organization’s vision and mission does not have to induce groans or seem patronizing.  If the vision truly reflects the priorities and culture of the organization then it should be an easy “sell” and encourage employees.  The key is doing it the right way and for the right reasons.  Subtle but sustained focus can make a big impact.  Supplementing informal messages with intentional efforts to incorporate the vision into everyday activities will further infuse the organization with the message.

2. “Good communication within the organization can be one of the most important things an organization can do to foster employee engagement.”
   I have a saying, “you can’t over-communicate what’s important.”  That sounds like an over-simplified cliche.  Yet every organization I have worked for or project I have worked on has missed this point.  When times are tough rank-and-file employees need to hear from their leaders…frequently.  And I am not talking about employee meetings, which have a place, but informally.

   Leaders need to be visible and available.  Taking an hour once a week to walk through cubicle land means a lot to the rank and file.  Simply showing genuine interest in the people who are in the trenches is meaningful and translates to commitment and trust.  Tough times means everyone has to put in extra time and work under tight timelines.  Employees who feel a connection to their leaders will be more engaged.  Work assignments that come from distant unseen leaders have the opposite effect.

 

 

How to avoid morale killers, pt. 1

When employees are engaged they are emotionally attached to the vision of the organization. They believe in what they do, the organization’s vision and the direction the organization is going. Employees who are engaged put their heart and soul into their job and have the energy and excitement to give more than is required of the job. Engaged employees are committed and loyal to the organization.

This article addresses some of my recent thoughts.  The words he uses are noteworthy

• Emotionally attached
• Heart
• Soul
• Energy
• Excitement
• Committed
• Loyal

This is what engagement looks like.  Do these words describe your workplace, employees, and co-workers?

The author sets the statement quoted above against the reality of cost cuts and staff reductions, two of the biggest morale killers a company can experience.  Energy, excitement, commitment, and loyalty do not come naturally when an organization is cutting costs and staff.  Nevertheless, leaders of every organization have to make hard financial decisions to stay in the game.  But that doesn’t mean the culture has to yield to anxiety.  Effective leaders understand that employee morale is hard to maintain in trying times and take proactive steps to boost morale.

I’ve written a lot about performance culture and the influence mindset has on performance.  This author suggests a lot of things I have written about in the past.  That must be why I like it.  But its more than being like-minded that causes me to share this article.  His recommendations are spot on.   I will address each of his tips individually and add my thoughts over a series of posts.  This is the first of 7 installments.

1. “Organizational leadership is responsible for communicating the vision and keeping it in front of the employees.”
   My organization adopted a new vision last year.  It was announced with great fanfare at our annual sales meeting but since then it has drifted into the background.  Promoting and reinforcing an organization’s vision and mission does not have to induce groans or seem patronizing.  If the vision truly reflects the priorities and culture of the organization then it should be an easy “sell” and encourage employees.  The key is doing it the right way and for the right reasons.  Subtle but sustained focus can make a big impact.  Supplementing informal messages with intentional efforts to incorporate the vision into everyday activities will further infuse the organization with the message.

 

 

5 Ways to Become a More Authentic Leader

Leadership begins with knowing who you are and what you believe. Authenticity is the need for leaders to be themselves regardless of the situation. For this reason, it is more than self-awareness. It is the ability to share the deepest and truest part of ourselves with others.

The quote above is from a post by a guest blogger on Michael Hyatt’s blog.  If authenticity doesn’t hook you maybe the fact that the blogger is a former FBI agent will.

I believe authenticity is one of the underappreciated aspects of interpersonal relations in general and leadership specifically.  I have posted about it here.

I don’t have time to write more and don’t want to steal the thunder of the author so I commend the post to you and encourage you to give it a read.

 

Challenge your leadership rituals

It’s time to take a fresh look at leadership development from a design rather than ritual perspective.

Elliott Masie calls out but does not criticize organizational rituals in this article.  A new year is a good time to reflect on your organization’s “rituals.”  Here’s an example from the article.

For example, one ritual might have well-known leadership experts and authors from top-tier business schools spend half a day with potential leaders, summarizing their latest books or research and telling powerful stories about their work with other corporations. This might cost an organization $10,000 to $50,000. It’s powerful, memorable, fun, stimulating – but it’s still a ritual. Why a half day and not three days? Why bring the person in instead of showing a YouTube video of the same story?

Notice he does not criticize the ritual.  He suggests ways to make the experience more meaningful or utilize the money more effectively through technology.  The article specifically focuses on leadership rituals, but I believe it is healthy to look at all our rituals, personal and organizational, to find ways to improve.

We are planning a week-long event that will cost thousands of dollars to put on.  It will take hundreds of hours to organize.  We expect it to be “powerful, memorable, fun, stimulating.”  Is this what we want?  Are we getting the desired result?  Are we seeing improvement?  How do we measure improvement?

Here are recommendations from the article:

1. Consider duration and delivery: Most leadership programs, particularly at the senior level, are structured as face-to-face events — usually over five to 10 days — often as immersion programs after someone is nominated as a high-potential employee or promoted to a senior level. From a design perspective, let’s consider alternative durations that are shorter or that stretch over two years. Play with hybrid and blended learning modes that decrease the time in the classroom and increase field-based learning.
2. Leverage technology: Imagine handing leadership candidates a tablet that would serve as their connection to key expertise and feedback — from coaches to video segments done by other leaders — via live video chat. Add a GPS link between the tablet and the talent system, and provide suggested conversations or lunches with key leadership exemplars as they travel to various corporate offices.
3. Promote expertise shifts and project-based learning: Imagine using the leadership faculty differently. Rather than using sages on the stage, bring them in to observe and facilitate real-time, project-based learning, where the leadership cadre tackles a major challenge facing the organization.
4. Create real-time redesign: At the end of the next leadership program, take two hours and ask the learners to redesign the program for the next batch of rising leaders. You will be amazed by what they change. They will not see their experience as a ritual; rather, they will give you fresh input about alternatives.
5. Random selection: Slip a few people into the leadership program who might have been chosen randomly. In other words, challenge your own assumptions about who might be the next leader. If the leadership training is really impactful, it might be interesting to see its effect on a counter-intuitive leader.

 

What’s a Good Boss Look Like?

Here are 5 examples of “good bosses.”

I like this post for two reasons, its short and its positive.   This quick read provides helpful reminders about the strengths each type brings and some encouragement to boss and employee alike.  You might use it to determine your leadership style or get some insight for working more effectively with your staff or boss.

 

Leadership Reminders from Kouzes and Posner

Jim Kouzes and Barry Posner write the books on leadership and I read them.  Since they have the credentials and credibility I will simply quote these reminders from their article in the December issue of Talent Management magazine.

“Getting extraordinary things done means engaging in the following five leadership practices:

• Model the way
• Inspire a shared vision
• Challenge the process
• Enable others to act
• Encourage the heart

Leadership is an identifiable set of skills and abilities available to anyone.  It can be learned, and the best leaders are the best learners.” (emphasis mine)

Model the way
“Exemplary leaders set the example through their daily actions, demonstrating deep commitment to their beliefs, and ideally this should be done every day in plain view of those expected to follow those values.”

Inspire a shared vision
“…exemplary leaders know they can’t command commitment; they have to inspire it by enlisting others in a common vision.”

Challenge the process
“Innovation comes more from listening than from telling, so leaders should constantly look outside of themselves and their organizations for clues about what’s new or different, and what possibilities others are not seeing.”

Enable others to act
“Leaders foster collaboration and build trust by engaging all those who must make a project work, and in some way, all who must live with the results.”

Encourage the heart
“Celebrations and rituals, when done with authenticity and from the heart, can build a strong sense of collective identify and community spirit that can carry a group through tough times.”