Why Employees Are Unengaged

The True Impact of Employee Engagement

 

There’s one phrase that often goes unheard in the workplace, yet has a huge impact on a company’s success: employee engagement.

Most business leaders have the mentality that they’re responsible for providing work; employees are responsible for getting it done. Under this logic, it’s up to the employees to motivate themselves day in and day out.

However, it’s practically impossible to stay motivated in an unsupportive environment (which is probably why 70% workers are disengaged from their jobs).

 

Fact: 70% of workers are disengaged from their jobs.

 

Disengagement is a defense mechanism. Employees distract themselves from what makes them unhappy (work) with other things they deem more fulfilling, like looking for new jobs, talking to friends, or watching funny cat videos.

 

“When people are emotionally invested, they want to contribute.” –Simon Sinek

 

This helpful illustration from Company Folders provides an eye-opening look at just how low employee engagement could be affecting you. (In the U.S. alone, companies could save up to $350 billion a year through increased employee engagement.)

Read on to learn what’s causing employees to disengage and how you can help them get back on track.

 

“To win in the workplace you must first win in the workplace.” –Doug Conant

 

What’s Your TACT-ometer Reading?

This is a guest post by Judy Nelson. Coach Judy Nelson has golfed with presidents, been heckled by famous comedians, and researched insurance policies for riding elephants on behalf of Zsa Zsa Gábor—and those were the ordinary days! Her new book, Intentional Leadership debuts in January.

“Tact is an ability to live in the midst of ugliness without getting ugly.” –Debasish Mridha

 

What’s Your TACT-ometer Reading?

A tachometer in a car measures the rotation of the crankshaft. A TACT-ometer in a leader measures the rotation of the crankiness or degree of rudeness they reveal and inspire in others. Leaders everywhere would be wise to make sure their TACT-ometer is functioning well—or take it in for a tune-up.

In a manual transmission, the tachometer serves a significant role for the vehicle’s engine maintenance. It helps the driver select an appropriate gear for driving conditions. It denotes the maximum safe range for rotation speeds, which when exceeded are indicated in red. When a driver operates the car while the tachometer reads in the red areas, it’s called redlining the engine. Prolonged extreme redlining in the tachometer may cause less than optimum performance that could cause excessive wear and tear or permanent damage to the vehicle’s engine (And in case you were wondering if I knew all this before, I didn’t. Thank you, Wikipedia.)

A TACT-ometer is a gauge for your mouth. It serves a significant role for your team’s morale maintenance. It helps the speaker select appropriate words for working conditions. It denotes the maximum safe range for lack of tact, which when exceeded leaves the speaker’s recipient red with embarrassment (or rage). When a speaker regularly operates in the red zone, I call it redlining the team. Prolonged extreme tactlessness or extreme tact may cause less than optimum communication and conflict that could cause excessive wear or permanent damage to relationships. (Sadly, I learned this concept through experience, not Wikipedia.)

 

“Tact is the art of making a point without making an enemy.” –Isaac Newton

 

I use the Workplace Big 5 Profile 4.0™ Assessments to help my clients assess their performance on the TACT-ometer. The Workplace Big 5 Profile stimulates changes in self-awareness and identifies ways to maximize your natural talents in a manner that works with your natural energy levels.

Some people who score in the 0 to 35 range don’t believe they lack tact. In fact, the harshest person you know may think that he or she is just being direct and even kind because telling the absolute truth is the right thing to do. Who can argue that much of the time telling the absolute truth is the right thing to do?

 

“Tact is the ability to step on a man’s toes without messing up the shine on his shoes.” –Harry Truman

 

And who can argue that there are times when it isn’t?

The definition of tact can vary depending on the area where you live. Take, for instance, the different regions of the U.S. In one part of the country, being direct (up to and including the point of being blunt) is not only accepted but also expected. In another region, extreme politeness is the norm. These expectations tend to stay with you even when you leave the area you consider “normal.” When people with different definitions of tact work together, office tension is often the result.

Copyright Judy Nelson, Used by Permission Copyright Judy Nelson, Used by Permission

Knowing your natural tendencies regarding tact could help you to choose more consciously what you say and how you say it—i.e., to manage your mouth strategically. I advise my clients to use I-messages. I-messages create responses that feel less accusatory. They demonstrate more tact when used correctly. Unlike You-messages, (e.g. “you always interrupt” or “why don’t you just…?”) I-messages focus on the feelings of the speaker rather than the person they are addressing. They provide a tactful way to deliver a direct response.

 

The Right Words Matter

When it comes to how you communicate, let’s face it: The right words matter!

34 Quotes to Motivate You on Monday

Monday Motivation

Monday is a day of beginnings and new starts. It’s a day where the week is before you and possibilities are endless. Begin the week with momentum and you’ll look back with great satisfaction on all you achieved.

On the other hand, Monday can also be stressful. It’s back to work time. You may be facing a bad boss or a negative work environment. It’s the highest day of the week for heart attacks.

So let’s make this Monday one of the good ones. One where you demonstrate the power of a positive attitude and rocket toward your goals.

Here are some Monday Motivation quotes to get your work week started:

 

“The future depends on what you do today.” –Mahatma Gandhi

 

“Either you run the day or the day runs you.” –Jim Rohn

 

“People often say that motivation doesn’t last.  Well, neither does bathing. That’s why we recommend it daily.” –Zig Ziglar

 

“Don’t wait on perfect conditions for success to happen; just go ahead and do something.” –Dan Miller

 

“People will forget what you said. People will forget what you did, but they will never forget how you made them feel.” –Maya Angelou

 

“Complaining about a problem without posing a solution is called whining.” –Teddy Roosevelt

 

“If you can dream it, you can do it.” –Walt Disney

 

“New beginnings are often disguised as painful endings.” –Lao Tzu

 

“Nothing can be done without hope and confidence.” –Helen Keller

 

“What seems to us as bitter trials are often blessings in disguise.” –Oscar Wilde

 

“You’re 100% responsible for your life. Stop whining and do something about it.” –Mathieu Fortin

 

“Be so good they can’t ignore you.” –Steve Martin

 

“When you talk, you are only repeating what you already know. But if you listen, you may learn something new.” –Dalai Lama

 

“Hope is brightest when it dawns from fears.” –Walter Scott

 

“To be yourself in a world that is constantly trying to make you something else is the greatest accomplishment.” –Ralph Waldo Emerson

 

“Your best days are still out in front of you.” –Joel Osteen

 

“Make each day a masterpiece.” -John Wooden

 

“Imagine no limitations; decide what’s right and desirable before you decide what’s possible.” –Brian Tracy

 

“A ship is always safe at shore but that is not what it’s built for.” –Albert Einstein

 

“If you can’t outplay them, outwork them.” –Ben Hogan

 

“She quietly expected great things to happen to her, and no doubt that’s one of the reasons why they did.” –Zelda Fitzgerald

 

“All our dreams can come true if we have the courage to pursue them.” –Walt Disney

 

“Set your goals high, and don’t stop till you get there.” –Bo Jackson

Top Reasons Why Great Bosses Celebrate Small Wins

James Pointon is a customer consultant and an avid blogger at OpenAgent. James is a great fan of motivational and productivity speeches and enjoys sharing his own ideas for personal growth online.

 

Celebrate Small Victories

When a company wins a major client, signs a great contract or successfully finishes a big project, it is the time for celebrations. However, what happens to those smaller victories, the ones that often make the backbone of a company’s success? Are they celebrated too, or are they just omitted and taken for granted? If you aren’t celebrating small wins, you might be missing some great opportunities to become an even better leader and motivate your team. In fact, the most successful and popular bosses tend to celebrate every victory, no matter the size. Here’s why you should consider doing the same if you want to get the best out of your team.

 


Leadership Tip: the most successful bosses celebrate victories no matter the size.

6 Reasons to Celebrate Small Wins:

 

To remember your overall goal

For a team that is working hard on a particular project, it can be a long and hard slog to the finish line. It’s easy to lose motivation and to lose sight of the final goal. By celebrating a small victory, you remind your team of what that overall goal is – and how much closer you now are to completing it. This helps to keep the team going for longer.

 


Celebrating small victories reminds the team of the overall goal.

 

To emphasize goal-setting

Not only that, but celebrating each win serves to emphasize how important it is to set goals, and how this makes it so much easier to track your progress. This will encourage your team members to set goals within their own daily tasks and work towards them. The end result will be a more motivated and productive workforce.


Celebrating small wins emphasizes the importance of goal setting.

 

To boost motivation

When your team is rewarded and praised for each small victory that they achieve, the motivation to continue achieving is much higher. They will feel that their hard work has been noticed and appreciated, which makes them want to continue to work harder and put in more time on each project. When bosses do not celebrate small wins, employees can begin to feel that their hard work is ignored and that they may as well stop working so hard since the results will be the same. This is a dangerous trap to fall into. You should celebrate each victory from each team member, and not just those who achieve something remarkable or at the end of the whole project.

 


Celebrating small wins shows appreciation which increases motivation.

 

To show your company’s success

Job satisfaction is likely to be higher if employees feel that they are part of a company which has a high success rate and is doing well in the world of industry. Even if your company is struggling in some areas, it is very important to show that you are succeeding in others. Your employees will be more motivated to achieve the next goal for a successful company, and less likely to start looking for work elsewhere.

 


Celebrating small victories increases job satisfaction.

 

To break up the work

When focusing on a long-term project, the day-to-day tasks may be long and monotonous. It’s great for employees to get a break from that work and celebrate instead, even if it is only for a moment. This will help them to return to the tasks at hand with more motivation as well as give them a fresh perspective on their work. It’s a great way to infuse more productivity into what would otherwise be a normal day at work.

 


Taking a break may increase productivity.

3 Forces of Intrinsic Motivation

3 Forces of Intrinsic Motivation

What motives you?

Daniel Pink’s work on motivation is likely the most well known, the most quoted, and the most discussed in management circles. We tend to think that we are either motivated by a fear of punishment or the excitement of a reward; the positive and the negative, the carrot and the stick. All of these forms are extrinsic, and they work only in certain situations. In fact, rewards can backfire in certain situations.

Instead, Pink concludes that we are more motivated by intrinsic motivation, the desire to do things because they matter. This completely upends the traditional thinking about motivating behavior. We have a desire to be part of something important, something larger.

 

Study: In 8 our of 9 tasks Dan Pink examined, higher incentives led to worse performance.”

 

Pink argues that we are motivated by other forces: autonomy, mastery, and purpose.

Autonomy. This is the need to self-direct.

Mastery. This is the intrinsic motivation to get better, to master a skill.

Purpose. This is the ability to connect to a larger cause. And, according to Pink, it’s the highest form of motivation.

These 3 forces are especially powerful in motivating the knowledge workers and the creatives.

How are you using the shifting nature of work and the research on intrinsic motivation in your organization? Are you changing the way you incentivize employees?

 

“Questions are often more effective than statements in moving others.” –Daniel Pink

 

“Especially for fostering creative, conceptual work, the best way to use money as a motivator is to take the issue of money off the table so people concentrate on the work.” –Daniel Pink

 

“One of the best predictors of ultimate success…how you explain your failures and rejections.” –Daniel Pink

 

“Control leads to compliance; autonomy leads to engagement.” –Daniel Pink

 

“Anytime you’re tempted to upsell someone else, stop what you’re doing and upserve instead.” –Daniel Pink

 

“The course of human history has always moved in the direction of greater freedom.”

 

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