Some managers like to give feedback just to show people who is boss. What is your motive when you give feedback to employees? Is it to change behavior and improve performance, or to simply remind them that you are their superior?
Research says that people like to know where they stand. Employees like to be connected to the purpose and mission of the organization. Generally speaking, we all want to feel that we've given the best part of our lives in something that will actually make a difference.
As managers, our biggest duty should simply be to reconnect people with the organization's mission and purpose on a regular basis. By letting people know that we appreciate their good work and communicating that it does make a difference, we motivate employees to give their best on a regular basis.
Unfortunately, many bosses simply view their job as the enforcer and fire fighter. So, they spend much of their time consumed with things that distract from the bigger responsibility of motivating employees.
What is your motive when speaking to employees? Are you connecting and reminding them of the mission and purpose of their work, or simply letting them know who is boss?
Tuesday, February 26, 2008
The Insulated Manager
Why is it that bosses generally remain insulated from the employees they manage? While speaking to one such manager on the plane today, she simply admitted, "Being out among the employees required at least 4 hours of my day and it usually created a whole lot more work as a result." While we know that employees want better communication and interaction, we (managers) ultimately find it easier to simply stay in our offices and avoid at least some of the problems that face us on a daily basis. Don't get me wrong, I'm not saying we don't deal with the problems or issues of the day, indeed most managers say that they spend most of their time with problems and putting out fires -- which is exactly why they don't have time or energy to go out and find anymore than they already dealt with that day.
Is this management strategy (or coping mechanism) the best way for managers to spend their time? What is the alternative? What do you do to manage the daily requests and still find time to spend time with your employees on the front line?
Is this management strategy (or coping mechanism) the best way for managers to spend their time? What is the alternative? What do you do to manage the daily requests and still find time to spend time with your employees on the front line?
Friday, February 15, 2008
The Truth About the Younger Generations
Many say that the younger generations demand more praise and coddling at work. However, research suggests that this group of newer employees actually have more in common with their senior counterparts than many would like to admit. You see, everyone likes to be appreciated for a job well done. True, in the past, this type of corporate behavior was harder to find, but it doesn't mean that people didn't want it.
In fact, I think the younger generations have seen how their parents were treated at work (lay offs just before pensions kicked in, long hours away from home, and lots of stress when they were home, etc), and they don't want to end up the same way. They want a commitment from their employers that what they do will make a difference and that they will be recognized for their work. They want to see more loyalty from the employers before they blindly give their trust to the organization.
Interesting isn't it? Organizations expect loyalty and dependability, but they don't deliver the same to employees. Why should they be surprised by an employee's hesitancy?
Gallup asked 15 million people around the world what would it take for them to want to follow their leader? The # 1 answer: Show me that you care.
Maybe instead of labeling the younger generation as a spoiled group of undeserving recruits, we should ask how they have learned to feel the way they do about corporate life. What is it about organizations and businesses in general that have created the resentment and demands that they are so willing to vocalize?
Recently, someone with 30+ years of experience, commented in one of my sessions that they have felt the same way as the younger generation has for a long time, but they just never verbally expressed it the way people do now. Isn't it about time?
In fact, I think the younger generations have seen how their parents were treated at work (lay offs just before pensions kicked in, long hours away from home, and lots of stress when they were home, etc), and they don't want to end up the same way. They want a commitment from their employers that what they do will make a difference and that they will be recognized for their work. They want to see more loyalty from the employers before they blindly give their trust to the organization.
Interesting isn't it? Organizations expect loyalty and dependability, but they don't deliver the same to employees. Why should they be surprised by an employee's hesitancy?
Gallup asked 15 million people around the world what would it take for them to want to follow their leader? The # 1 answer: Show me that you care.
Maybe instead of labeling the younger generation as a spoiled group of undeserving recruits, we should ask how they have learned to feel the way they do about corporate life. What is it about organizations and businesses in general that have created the resentment and demands that they are so willing to vocalize?
Recently, someone with 30+ years of experience, commented in one of my sessions that they have felt the same way as the younger generation has for a long time, but they just never verbally expressed it the way people do now. Isn't it about time?
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