Each week we scour the web to find you the most informative, inspirational, and insightful articles about Motivation, Morale, Employee Engagement, Leadership, Followership, Strategy and Culture. Then we edit them into bite-size chunks, to give you the essentials without the fluff. Here are this week’s must reads:


Is It Time To Sack The Annual Employee Engagement Survey ? – 11th August

As the National Australia Bank abandons its annual performance review process, the Financial Review newspaper asks if it’s time to do the same with the annual employee engagement survey? Too big, too cumbersome and not fit for purpose says the article.  The Australian Human Resources Institute disagrees and says a smarter approach including an annual survey is the way to go.  (Editor’s comment: What do you think?)

5 Tips for Engaging With Generation Z – 11th August

The next influential generation differs from Millennials in more ways than you might expect, claims Amanda Slavin for inc.com.

Gen Z is a young and nascent population that’s notoriously difficult for brands to target. She is often asked: How do you target these savvy consumers who were born in the digital age? How do they differ from Millennials?

To answer some of these questions, Slavin offers five contemporary tips to reach and engage this upcoming influential generation.

Want to know why Making Your People Great makes business sense? Read “The Case for and Application of Employee Engagement

4 Steps for Managers to Ensure Staff is Ready to Receive Coaching – 11th August

It is critical to have a coachee who is cognizant of why he or she is getting coaching and suitably motivated for the coaching to start properly, writes Dr. Robert P. Hewes for trainingmag,

To increase the success rate of coaching, companies – specifically the coachee’s manager and HR department – need to accomplish four steps before the professional coach is brought onboard.  Click here to understand Hewes’s four steps and the background behind them.

The real point here, says Hewes, is to have clarity of purpose and create a shared understanding with the coachee. What you must avoid is having an individual meet a coach and say, “I don’t know why I am here.” It happens, but let’s prevent it.

6 Ways to Turn Managers into Coaches Again – 10th August

The role of the manager is currently undergoing a transformation. Historically, managers embraced the role of coach and mentor. But today, tighter budgets, flatter organizations, a heavy workload, and too many direct reports often leave managers without the time — and sometimes without the skills — to shoulder the responsibility of being coach and mentor. And yet, this function remains critical to the long-term health and productivity of the organization.
Six practical tips to help managers slip back into the role of coach as effortlessly and efficiently as possible. These tips include:

  • Use regular one-on-one check-ins.
  • Encourage more peer-to-peer coaching.
  • Create mentoring partnerships.
  • Tap into the potential coach within everyone.
  • Support daily learning and development activities.
  • Seek formal training.

Managers have an enormous impact on an organization’s ability to retain and attract top talent, and they remain the preferred, go-to source for passing on knowledge, skills, and insights to others in an organization.

Your Best Employee Role Model? It’s When You Have Active, Engaged Managers – 10th August

Ron Thomas makes the critically important point that “The relationship that managers create with their team will determine the level of engagement within your organization.”

It starts one connection at a time.

The ability to collaborate, mentor, coach, and guide must therefore the competencies that determine the selection of your future managers. The lone wolf whose mantra is “my way or the highway” should never be put in charge of managing a group of people. It is a recipe for disaster.

The importance of the engaged manager

  • Engaged managers should act as a positive role model for all employees, and this strengthens engaged teams.
  • Engaged managers use a diversity of skills, experiences, and backgrounds within the team to create an enthusiastic and innovative environment.
  • Engaged managers build a climate of trust within the team.
  • Engaged managers see the individual members of the team and their skills, and care about them on a personal level.

A Quarter of Workers Do Not Feel Valued at All – 7th August

According to research reported in HR Magazine, 25% of British workers do not feel at all valued at work. The report paints a dour picture of  UK workplaces, with 40% not feeling their achievements recognised and 22% not feeling able to offer their opinions. While of half the people surveyed that had a pay rise in the last 12 months and 63% said they would still be with the same employer for the next 12 months, 27% said they would be leaving within 5 years.

Stop Using Employee Friendships to Measure Engagement – 7th August

In this recent HBR article it was documented that Friendship ranks well below collaboration, teamwork, and coworker abilities for maintaining employee commitment and intensity. In fact, when all four of these issues are analyzed together, relative to employees’ commitment to the company and intensity on the job, the effect of friendships is so weak it sometimes is not even statistically significant.

The data says clearly: “If you want the most from me, give me talented colleagues and some key collaborators, and give us conditions that foster teamwork. If we become friends, that’s great, but not crucial.” The reason is simple: While friends might make you happy, teammates help you get things done.
Rather than inquiring about “best friends,” decision-makers should ask questions such as:

  • Do managers support each employee as a unique individual?
  • Is pay fair, if not generous?
  • Are leaders transparent?
  • Is there a clear mission and do employees feel a strong connection to it?
  • What paths do people have to advancement?
  • Do more junior people sometimes get to take charge?
  • Are employees well recognized?
  • Is this a cool place to work?
  • Do people feel energized or fearful?
  • How well do colleagues work together?
  • How often do people feel a sense of accomplishment?

The authors found that the answers to these questions are not only highly correlated to strong engagement and performance, they’re also ones that you have the power to control.

One in Five Believe Women Can’t Reach Senior Management – 7th August

Following O2’s Women in Leadership Campaign, a poll by the Company found that 17% of women believe its impossible for women to arraign senior management roles.  The poll also found that a majority of successful women believe that the most significant factor in there success was luck, with only 27% citing good training as the key factor.  Read more.

A 6-Part Structure for Giving Clear and Actionable Feedback – 7th August

Marshall Goldsmith suggests you ask your direct reports the following six questions each time you hold a one to one with them (Editor’s comment; you do hold regular one to one sessions don’t you?).

  • Where are we going?
  • Where are you going?
  • What is going well?
  • Where can we improve?
  • How can I help you?
  • How can you help me?

And he further recommends you turn this into a structured document and agenda, because structure is a major contributor to successful behavioral change, whether you’re trying to change your own behavior, or your team’s.

Or in our words – structure helps shift the habits that drive change.

How to Manage People Who Are Smarter than You – 6th August

The best managers hire smart people to work for them. But what if your direct reports are smarter than you? How do you manage people who have more experience or more knowledge? How do you coach them if you don’t have the same level of expertise?
Here are some tips on how to make that transition as seamlessly as possible:

  • Face your fears
  • Seek counsel
  • Get informed
  • Confront any issues
  • Give—and take—feedback
  • Add value
  • Give employees room
  • Project confidence, but not too much

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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