Each week we bring you our views on the latest published news and research on the topics of Employee Engagement, Leadership and Motivation, together with some thoughts on their practical application.



Poor Management Costs UK PLC £84bn Per Year

Cost of Poor Management

The evidence showing the connection between low employee engagement and low productivity is clear, and compelling. One of the key factors (at emenex we would say it’s the most important factor) in the degree to which employees feel engaged at work is the way their manager manages them. The old adage “people don’t leave jobs, they leave managers” is all too often true, and the research from which our infographic is drawn shows why.

Jointly published by Investors in People and economic and research consultancy TBR, the report shows the cost of poor management to UK PLC, and a relatively simple way to improve performance by over 10% – train, coach and enable your managers to be ’employee engagers.’

If you think about it, it’s not that complex. To misquote the well-known golden rule, what difference would it make if every manager in your organisations managed others as they would like to be managed?

Here are a few simple reasons why managers manage poorly:

  • lack of skill;
  • inability to manage their own emotions when under pressure;
  • poor role models as to what good management looks like;
  • lack of alignment with the organisation’s values;
  • lack of emotional intelligence, so they are unaware of the impact of their behaviour on others.

There are certainly others, but the message is clear: poor management can be addressed. Something can be done about it, if the will is there to have the tough conversations and challenge unacceptable management behaviour – at all levels of the organisation. It’s never too late to start.

Get in touch with us now to find out more about how emenex could support you in your journey to helping all of your managers be employee engagers.

 

The Servant Leadership Philosophy for New Managers

In this HBR article, Carol Walker suggests that being promoted to manager is a good sign you’ve been successful to date — however, the road from this point forward gets trickier. Your job is no longer just about getting the work done, it is also juggling conflicting demands, delivering difficult messages, and addressing performance challenges. While there is no guidebook of straightforward answers to your new challenges, having a clear philosophy can provide a firm foundation from which to operate.
With respect to your career, a philosophy is simply a cohesive way of thinking about your role in a proactive way. Most managers live in a reactive mode, responding to issues based on gut feelings, past experiences, and examples set by others. The success or failure of this approach is often determined by your temperament and the caliber of your role models—two factors largely out of your control. Having a core philosophy, on the other hand, can help guide you through both the day-to-day and the job’s tougher moments.
The idea of “servant leadership” is a great place for new managers to start. “Servant” doesn’t sound nearly as powerful as “boss,” but it has the potential to deliver far more influence.   When you have a servant mentality, it’s not about you. Removing self-interest and personal glory from your motivation on the job is the single most important thing you can do to inspire trust. Focusing on the success of your organization and your team manifests itself as you ask more questions, listen more carefully, and actively value others’ needs and contributions. The result is more thoughtful, balanced decisions. Managers who become known for inclusiveness and smart decisions tend to develop influence far more consistently than those who believe they have all the answers.
The first step in embracing this mindset is to stop thinking that your employees work for you and instead to hold onto the idea that they work for the organization and for themselves. Your role as servant is to facilitate the relationship between each employee and the organization.
Ask yourself, “What will it take for this employee to be successful in this relationship?” And, “What does the organization need to provide in order to hold up its end of the bargain?” When these questions drive your thinking, you advance both parties’ interests. Servant leadership however does not prohibit telling people what to do or correcting their behaviour. You must do these things to facilitate an individual’s success within the organization.
Assigning work should be a thoughtful process that balances business goals with an individual’s interest, skills, and development needs. Not every routine task has to be so thoroughly considered. But whenever significant assignments are made, putting them into context maximizes their impact.
An employee who understands why he/she has been asked to do something is far more likely to assume true ownership for the assignment. When they owns it, you become more of a coach than a director. You ask how you can support them and how they would like to report progress. An employee who believes her boss understands their strengths, values their input, and encourages their growth is likely to stick around for the long-term.
The servant approach to assigning tasks requires more thought and preparation than simply dishing them out and this will take time; however, this approach ensures that the work gets done while simultaneously strengthening the individual’s relationship with the organization.

 

How New Performance Management Trends Will Make a Big Impact

Performance management is the talk of the business world right now.

For too long performance management has been viewed as a one-off annual meeting, generally focused on went wrong. New trends are emphasising the fact that performance management should be an ongoing process: managers giving in-the-moment feedback to employees on their work and providing continuous coaching so that they can set meaningful goals and improve their performance as they go.

Performance Management: Research Report 2015 showed that 70% of employees say that coaching and feedback gives them better insight into how to improve their performance at work.

Read more about this key change of focus from Engage for Success.


Do you want your managers to be more engaging in the way they lead and manage their teams? We help by providing them with the tools, skills and support to align the expectations of their employees with their priorities and needs. Please contact us today on 08450 523 593. 


“What Sort of Difference are Your Managers Making?”

Steve Short wrote our blog this week. He asks the question “What Sort of Difference are Your Managers Making?” Steve encourages us to think more simply about what employee engagement actually is, and points us to think about the key role that line managers play in whether employees are engaged, or not. “If your managers aren’t making a positive impact on employee engagement,” he says, “it’s worth asking why you still employ them. They will be having an impact, even if it’s not a good one.” You can read the blog here.


Take a look at the Take Charge of Your Career Workshop and see how to empower your employees and change your culture for the better.


About Emenex

We help you make your people great.

Emenex enables organisations to get the best from and for their staff. Leaders approach us when they have challenges associated with motivation, productivity, retention, talent management and succession planning. They know that addressing these critical issues delivers higher levels of profit, productivity and customer satisfaction. They also know that a more progressive solution is required – one that delivers above and beyond expectations and enhances their brand with customers and staff alike. The solution our clients are choosing to implement is the extraMILETM Employee Engagement Programme.

The extraMILETM Employee Engagement Programme delivers all the tools and skills leaders need to clearly define and communicate organisational priorities to employees. For employees, it ensures they are prepared and able to align their personal and career goals to the priorities of the organisation. The continued growth and development of both teams and individuals builds loyalty, commitment and engagement. It builds an organisation better able to meet future challenges and leads to higher performance and customer satisfaction.

The result? Individuals and their organisation excel. Get in touch to find out more.

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