Each week we bring you news, opinions and research on Employee Engagement, Leadership and Motivation, along with some thoughts on practical workplace applications.
33% of UK Workers Unhappy With Their Career Progression
The latest CIPD Outlook survey of over 2,000 employees reveals that employers are failing to meet expectations when it comes to career progression. Four in ten respondents point to poor line management as a key factor in their lack of progress. Of those who believed career progression was meeting their expectations, 44% cited good relationships across the organisation as a key factor. After relationships, the next most important factors identified were:
- Good line management 28%
- Internal focus on career progression and promotion 25%
- training and development 24%
As reported last week, with a large proportion of millennials prepared to jump ship, it’s more important than ever to ensure employees feel that have the support of managers and that there’s a clear strategy in place to develop people for the long term. Take a look at the extraMILE framework to see how individual alignment with organisational priorities leads to high performance and career satisfaction.
It’s time to move beyond engagement. Empower and align employees with organisational priorities to build a culture of high performance, well being and career satisfaction. To learn more, call 03450 523 593
During late July 2014, a child abuse report was made to the police. The next day the police took my statement, but in the weeks and months that followed there was no communication – when I called with any questions I was told that they could not talk to me as I was not family. I did my best to support the family during this process, and expected the guilty person to be locked up. To my surprise, the guilty party was arrested and bailed.
Finally, at the end of June 2015 I received a letter from the Criminal Justice System notifying me that I would be required to attend Reading Crown Court for a trial starting in March 2016, some 2 years after the initial report to the Police!
Still, I imagined that once at the Court everything would be formal and efficient. Well, that couldn’t have been further from the truth! Read more.
Take Charge of your career, team or organisation by aligning individual goals with organisational priorities. To learn more, call 03450 523 593
Overcoming Worldwide Employee Engagement Crisis by Engaging the Heart
It’s well known that worldwide, only 13% of employees working for an organisation are engaged (Gallup, 2016). Reiner Lomb explains that for employees, low engagement at work can lead to increased depression and substance abuse, and may also affect their relationships. For organisations, he says, lack of employee engagement negatively affects quality, productivity, customer satisfaction and financial outcomes.
So, asks Reiner, why haven’t efforts to address this problem worked? It’s because initiatives are all too often focused on extrinsic rather than intrinsic motivators. Intrinsic motivators engage the heart and have people actually looking forward to and being totally absorbed in their work. In these instances, people feel fulfilled and perform at their best, says Reiner.
Why is it so hard to achieve more intrinsic motivation at our work places? Reiner considers Maslow’s “hierarchy of needs.” People seek to fulfil their basic needs before pursuing ‘higher needs’ and aspirations. For many people, fulfilling their basic needs means showing up and staying in a job they hate. However, by pursuing personal growth and purpose in our work, we become more engaged, perform better and earn higher incomes [this is also referred to by Daniel Pink in ‘Drive’ – Ed.]
Engaging Your Team: The Science of Inspiring Others to Give Their All
15 qualities of leadership that are directly connected to engaging and inspiring others.
What we have learned is that by providing leaders with specific, measurable data on their strengths and opportunities to develop, they can and do improve, writes Suzanne Bates. The data, in the hands of a good coach and mentor, helps them create an actionable path forward. In her blog for Great Leadership she suggests they focus on just a couple of key areas.
There are 15 qualities we know matter to engaging people and driving organizational performance. They fall into three categories, Character, Substance and Style:
The Character qualities are fundamental—without these a leader cannot build trust with others. People want to work for an ethical leader who follows through on promises (Integrity), one they feel they know and connect to (Authenticity), who cares about their career (Concern), makes room for their ideas (Humility), and is calm in a reassuring way (Restraint).
The Substance qualities earn us credibility with the people who work for us. We do this by providing an inspiring picture of the future (Vision), understanding their thoughts and motivations (Resonance), being cool in a crisis (Composure), owning outcomes and making tough calls (Confidence), and helping everybody focus on what’s important (Practical Wisdom).
Style matters, because it’s how we get others to get things done. It’s the energy and vitality we bring into the room (Appearance), the way we get people organized and make clear what needs to happen next (Intentionality), get everybody’s voices heard (Inclusiveness), create a good quality and quantity of two-way communication (Interactivity), and have the tact to get sticky issues on the table and make them discussable (Assertiveness).
Nobody has every one of these 15 qualities in spades. We all can improve. We can leverage our strengths and get better in the gap areas. It’s all about having the information and asking for help from trusted advisors that enables us to make progress.
The hopeful message is that it isn’t hard to do something meaningful. All of these qualities can be improved. Simple changes can make a big difference. This is not an intractable problem. Every leader can contribute to creating a culture where people are ready to go above and beyond.
Steps to Becoming a Truly Effective Leader
According to a recent Gallup poll, managers account for approximately 70 percent of variance within employee engagement levels. Truly effective leaders are able to seamlessly inspire, coach and discipline employees in ways that drive profits, efficiency and teamwork. Read much more at Engage for Success.
There is no single leadership style that is ultimately perfect. Effective leaders adjust their leadership style to maximize results from their subordinates within the contexts of their company and industry.
In order to drive results and engage employees, leaders must be bold with effective leadership skills. Boldness shouldn’t involve aggression, but instead radiate self-confidence.
3.Understand People’s Needs
The most effective leaders understand how to meet the basic needs of people.
Leaders may not be HR professionals, but they must understand the importance of selecting the right employees for the right jobs. Leaders who surround themselves with the right people will be able to effectively maximise their skills, talents and experiences.
5.Invest in Strengths
One of the most effective leadership skills is the ability to invest in and manage employee’s strengths. Companies that ignore individual’s’ strengths will experience extremely low levels of employee engagement.
Research continually shows that higher levels of employee engagement results in lower levels of accidents, injuries and stress.
7.Share your Vision
After leaders successfully establish trust and engage employees, they can focus on setting directions, sharing passions and exploring inspirational business visions.
All in all, leadership style is an active choice that will directly impact desired deliverables. Many leaders find it useful to regularly review their leadership style in order to identify personality elements that need to be strengthened.
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