Every manager with whom I’ve spoken over the past few years, longs to have employees who are motivated, committed and efficient, on their teams. These managers speak wistfully, as if snagging employees who fit this bill, is a pipe dream. Unfortunately, in many cases, it’s becoming more and more challenging to build and sustain teams that are energized and self-managing, at the same time. But, all is not lost, the good news is that there are some ways of getting this job done.
Let me start by saying that customer experience accelerates when employees are engaged. A disengaged employee spells trouble for customer success. The goal should be to ensure that employees feel motivated to come to work, so that this good feeling expands into the customer universe.
Recently, I asked a team of managers to describe their strategy for keeping employees motivated and engaged. I was met with blank stares and spluttering responses. Basically, these managers had no strategy for employee engagement. So, this original enquiry evolved into a lengthy discussion about why individuals are under-motivated and the role of the manager in addressing this phenomenon.
A disengaged employee spells trouble for customer success. The goal should be to ensure that employees feel motivated to come to work, so that this good feeling expands into the customer universe.
Needless to say, some of the managers were quite adamant that it was not their responsibility to “engineer” employee motivation and that they were not “running a kindergarten.” Well, you know my standard response to the kindergarten commentary. It’s, “Yes, you are running a kindergarten for adults and the goal is to help them to graduate as star performers.”
With the modern manager’s role, comes the responsibility for not only diffusing the vision of the business and managing his or her team’s performance, but also for creating a motivated, engaged workforce. Of course, there will be a problem if the manager has not mastered the art of self-motivation.
A people engagement strategy enables managers to move past wishing that the individuals on their teams were more energized, full of vitality and motivated. This strategy converts a wish list into a to-do list that ignites the hearts and souls of the individuals on the team. Many of us have experienced being a member of a dull, uninspiring and lack-lustre team. It’s a painful experience that sparks dispirited thoughts and, in many cases, triggers flight responses.
This strategy converts a wish list into a to-do list that ignites the hearts and souls of the individuals on the team.
A people engagement strategy should aim to create a positive connection between the employee and the employer on two levels, a business level and a personal level. On the business level, employees want to know that they mean more to their employer than just being “personnel” in their respective departments.
One of the biggest disconnection culprits is not communicating a sense of direction or annual goals of the business with employees. A common employee complaint is, “Management does not have the decency to at least let us know what’s going on with the company or its business goals for the year.” This behaviour makes employees feel excluded, blocked out and sabotages the feeling of a sense of belonging.
On the personal level, employees want to know that they matter to their managers and team mates. Newsflash!!! I’ve met countless employees who feel invisible, despite the fact that they are members of units and departments. I posed this question to a manager recently, “What motivates each one of the employees who report directly to you?” Wellness, wealth, meaningful work, recognition? Another blank stare and this time, accompanied by, “I don’t have time to discover all of that information, I’m really busy.” I’m sure that you will be able to guess correctly, the prevailing culture in that manager’s department.
When done well, people engagement gives meaning to life at work, creates a culture where people feel genuine goodwill toward each other and by extension, accelerates customer experience agility.
We live in an age that challenges businesses to be led by enlightened leaders. I am suggesting that the corporate agenda include a people engagement strategy that is championed by executives, managers and supervisors. The overarching goals of the strategy should be “employee bonding” and “passion igniting” in a workspace that liberates individual potential.
When done well, people engagement gives meaning to life at work, creates a culture where people feel genuine goodwill toward each other and by extension, accelerates customer experience agility.
Now, tell me, why would a business pass up the opportunity to become an “employer of choice” to employees and a “service provider of choice” to customers?