1,001 Ways to Engage Employees

employee engagement

Increase Employee Engagement

One of the top priorities for leaders is employee engagement. For several years, I have seen countless books and executives looking at every possible method for increasing engagement.

Bob Nelson says that it’s time to move beyond measuring it. “It’s now time to focus the behaviors that truly impact employee engagement, and not just the scores that measure it.”

In his book, 1,001 Ways to Engage Employees: Help People Do Better What They Do Best, Dr. Bob Nelson provides the methods for increasing engagement. I recently spoke with him about his new book.

 

“If you have a good boss, you have a good job. That’s true the world around.” –Dr. Bob Nelson

 

Simple Things to Do Today

Share some surprising gems from the 1,001 ideas in the book.

Probably the biggest surprise for me has been the fact that the greatest motivators for today’s employees don’t require a big budget to implement, but are relatively simple, behavioral things any manager can do with their immediate team.  Thanking employees for doing good work, asking for their input and ideas, providing them autonomy and authority to get their work done, involving them in decisions that affect them, two-way communication, and using mistakes as learning opportunities for them to improve are some of the key take-aways.

 

“Most managers ignore or underestimate the power of praise.” -Roger Flax

 

Which ones have gotten more enthusiastic feedback than you expected? 

The book is still new, but readers in general love the real-life examples and pithy, fun quotes—both of which support the topics discussed. Hearing a great example makes readers immediately ask, “Why couldn’t we do that in our work group?” In this way, the book becomes a motivator of change: to try something new that may very well get you a better result. That’s my ultimate goal: to help people better manage their employees so they feel more valued for what they do and are more successful as a result.

 

And which ones might be most useful when the organization needs to bounce back from a bad shock?

Communication is critical in working with others, and you have to do more of that in tough times and times of change.  Managers’ tendencies, however, are to withdraw during tough times, so you have to fight that tendency and force yourself to be out there, speaking with employees, answering questions and helping them do a better job. Likewise, for employee recognition.  So many managers have an unstated assumption that they expect employees to always do good work, so they don’t have to thank them for it when they do. To the contrary, you need to proactively catch people doing good work in order to get them to more easily continue to do so. No one likes to work for a manager that only finds their faults and mistakes…

 

What do most managers get wrong when they think of engagement?

Become a Master Coach

Unlock the Talent in Your Team

When I think about a great leader, I inevitably think about someone who is a great coach, understanding my weaknesses, but helping me play to my strengths. From John Wooden to my favorite manager, a coach is someone who unlocks talent.

Gregg Thompson wants to help leaders throughout organizations become great coaches. THE MASTER COACH:  Leading with Character, Building Connections, and Engaging in Extraordinary Conversations is his new book, written to help make coaching the part of your culture. He’s the President of Bluepoint Leadership Development and has coached senior leaders in many Fortune 100 companies. I recently talked with Gregg about becoming a master coach.

 

Share with us the Gregg Thompson definition of a master coach.

A Master Coach is someone who, through their conversations, helps others accelerate their learning and increase their performance. The Master Coach is not an advisor but, rather, a catalyst for sustained personal change in individuals. The Master Coach is a positive and creative force that challenges the person being coached to move from intention to action and holds the person accountable to do that. The Master Coach has highly-tuned interpersonal skills but is much more recognizable by who they are rather than what they do. They are men and women of exceptional integrity, sincere humility, noble intention, and a high degree of emotional intelligence. They take people into uncharted territories, challenge them to consider new perspectives, and help them plot significantly more fruitful paths forward.

 

“The Master Coach is a catalyst for sustained personal change in individuals.” -Gregg Thompson

 

Become a Great Coach

What do people get wrong when they think of a great coach?

People often think of the great coach as someone with the expertise and experience to provide great advice and sage wisdom. While occasionally coaches will have valuable perspectives and insights to share with those they coach, this is not their prime role. Their prime role is to help others find their best answers, solutions, and action plans. Some people also make the assumption that a coach is a counselor. Coaching and counseling, both powerful processes that can help to improve lives, are deeply different. Coaching is dedicating time and attention to help the person being coached to be the best version of themselves going forward while counseling usually involves resolving past difficulties and issues.

 

“The primary role of a coach is to help others find their best answers, solutions, and action plans.” -Gregg Thompson

 

What’s the difference between a coach and a mentor? 

A mentor can function in a coach-like manner, but their role is more of a career advisor than a coach. The mentor is usually someone with deep knowledge and expertise in a particular field and uses this to help more junior individuals accelerate their development and career growth.  Coaching, on the other hand, requires no expertise in the discipline of the person being coached. In short, anyone can coach anyone.

 

“Leadership happens one conversation at a time.” -Gregg Thompson

 

7 Characteristics of a Coaching Culture

Answer the Call to Exceptional Leadership

Leading the Unleadable

Taking a management job is not the same as answering the call to exceptional leadership. That’s what Alan Willett’s new book is all about: how to create a culture where people are able to perform in an extraordinary way.

Often new managers think that those following them are unengaged, cynical, or otherwise difficult. And that can be true, but many of these symptoms are a result of the manager not knowing how to lead, how to challenge, how to create team-wide expectations.

Alan Willett offers practical ways for managers to take on these challenges. Alan is the president of Oxseeker, a leadership consultancy with clients ranging from Oracle to NASA. His new book is Leading the Unleadable. I recently asked him about his work on exceptional leadership.

 

“Exceptional leaders have a personal, passionate mission that goes beyond results.” –Alan Willett

 

Set the Right Expectations

There are so many aspects of your book to discuss, but I want to focus on expectations. How important is the leader’s expectations?

It is amazing how even people that seem “defiant” are working to meet the expectations of the leader. When leaders are setting the wrong expectation it will have negative impacts – and the leader can do this without even knowing it.

I have seen many leaders consistently tell their teams that they want the “most aggressive schedule possible.”  Of course the projects with the most aggressive schedule possible are invariably late. Along with being late, there are many negative aspects that can include quality problems and morale issues since team members feel they are failing. Many leaders who set these expectations later ask me, “Why are my teams always late?”

What the leader really wants in these situations is for the team to have the “smartest” plan possible and a commitment that the team can definitively meet or beat that plan. Setting those expectations correctly will get leaders who they really want.

 

“Exceptional leaders are fearless in setting expectations in clear language.” –Alan Willett

 

How a Leader Sets Goals

It seems that you can set the bar too low and not challenge the team or be “so positive” that you demotivate everyone. What’s the best way to set the goal appropriately?

Set clear motivating goals for the team, but also leave out some specifics, leave them a little vague. Then challenge the team to make it more specific and meaningful to them. In doing this the team members almost always grumble about the lack of precision. They then get to work to make the goals better. The team then creates the goals that are that high bar you refer to. Since the team set those specific goals, they are committed to achieving them.

 

“Action is the foundational key to all success.” –Pablo Picasso

 

I have worked this method with leaders over 300 times, and it never fails to inspire the team ownership and commitment. Leaders are often stunned at what the teams can really accomplish.

 

Expect Excellence Every Day

Is Leadership a Passing Phenomenon?

This is a guest post by Dr. Ichak Kalderon Adizes. Dr. Adizes is a leading management expert and author of over 20 books. He offers an interesting perspective below.

Leadership: Quo Vadis?

It is in vogue now to lecture, write and debate the subject of leadership. I claim it is a passing phenomenon, like the concepts of administration, executive action and management were before it.

All of those concepts deal with the same process: management of change, taking an organization from point A to point B.

At the beginning it was called administration.  That is why MBA stands for Master of Business Administration.

Over time “administration” was found to be too limiting as a concept. It was delegated to low level supervisory and bureaucratic positions, and the concept of management was born. Business Schools across the country changed their name from Graduate School of Business Administration to Graduate Schools of Management.

The concept of management was not yielding the right understanding of the process of transforming organizations, and the concept of Executive Action was born. Titles such as CEO, CIO, CMO etc. appeared like mushrooms after the rain, and executive programs emerged in the market place.

Still not good enough to explain how organizations should be transformed, the concept of leadership started dominating the literature.

What is going on here?

Administration, Management, and Leadership have a common purpose. They are theories that prescribe how organizations should be transformed and how to manage change. They are all based on the same paradigm of individualism, that a single individual is the driving force of this transformation, whether it is called Chief Administrator or Manager or CEO or Leader.

 

“The achievements of an organization are the results of the combined effort of each individual.” –Vince Lombardi

 

As long as we remain with the same paradigm, no concept will be satisfactory. We will continue to change titles, embellish concepts and continue to chase our own tails, reinventing the same wheel from administration to leadership. Leadership will be assigned its place in the annals of social sciences next to management and administration.

Passé.

Individuals cannot transform organizations. It is a team process.

No individual possesses all the ingredients in his or her personality that are necessary for successful management of change.


“Individuals cannot transform organizations. It is a team process.” -Dr. Adizes

 

Change the Paradigm

12 Things NOT To Do As A New Leader

This is a guest post by friend and mentor Bruce Rhoades, who retired after having run several companies. He often helps me with strategy. I am delighted that he is a regular contributor.

What NOT to do as a New Leader

Achieving a new leadership position is both rewarding and challenging. It is recognition that you are someone who can make a difference, lead others and get things done. On the other hand, it is perhaps another step toward more responsibility and more visibility.

 

“Continual blaming only disempowers the organization.” -Bruce Rhoades

 

Whether you are a new executive, department manager, product manager, or team leader; when you are new to the role, people will watch closely to understand your style and how to work with you. Here are just a few of the things people will be evaluating:

  • Are you decisive? How will you make decisions?
  • What do you tolerate?
  • Do you hold people accountable?
  • Are you approachable?
  • Will you listen? Can you be influenced?
  • Do you take action?
  • How do you react to bad news?
  • Do you focus on big picture or detail?
  • Can you be put off, pocket-vetoed?
  • How will you deal with both good and poor performance?
  • How do you think about customers; how do you treat them?
  • How will you gather information?
  • What are your values?

 

“Many people confuse lengthy discussions with being effective.” –Bruce Rhoades

 

In two previous posts for new leaders, I described several tips to quickly and effectively establish your style, culture and values:

            How to Get Good Information and Build Relationships

            How to Decide, Empower and Take Action

However, as you begin to take action and set the desired cultural tone for the organization, it is easy to allow some behaviors to undermine your effectiveness as a leader. Here are a few things NOT to do as a new leader:

 

1. Do not Lead or Manage “around” other Leaders:

When involved in the various skip-level and other informal meetings, be careful not to usurp the authority of other leaders who may be responsible. If necessary, instead of acting at the time, simply make note of the situation, ask a few questions, then work through the appropriate leader to do what is necessary later.

 

2. Do Not Kill the Messenger:

Using the techniques I outlined in the previous post to get good information will sometimes surface bad news. Be cautious not to “kill the messenger” of the news, but listen and take the appropriate action in the proper forum. Strong, emotional reaction to a messenger of bad news kills open communication.

 

3. Do Not Be Totally Problem-Focused:

It is easy as a new leader to focus on solving problems. Be sure to balance problem solving with actions to capitalize on new opportunities and future strategies. Looking forward to possibilities allows the organization to solve current problems with a better context.

 

4. Do Not Start Too Many Large Initiatives at Once:

It is great to make decisions and take action, but be cautious to balance long-term, larger initiatives with the short-term actions. You will be more effective with organizational focus on a few long-term initiatives that are completed rather than on too many initiatives that drag on forever.

 

5. Do Not Permit Hidden Agendas:

When people have ulterior motives that are for personal gain or to hide negative consequences for actions and proposals, it undermines clear communication and trust in the organization. Always prompt people to explain their motives if you suspect hidden agendas. Asking questions is a good way to get to the actual agenda.

 

“Upward delegation undermines accountability and empowerment.” –Bruce Rhoades

 

6. Do Not Tolerate Pocket Vetoes:

A pocket veto is when someone appears to agree but actually does nothing, hoping that the subject will be forgotten. A pocket veto in business is a sign of passive-aggressive behavior. It not only undermines the effectiveness of the organization, but it also undercuts your leadership. Always confront this behavior with follow-up and reprimands. Pocket veto behavior is not like baseball – you do not get three strikes. Taking direct action with someone with this behavior will quickly set the tone for everyone that pocket vetoes are not a good idea.