Tag Archive for: employee engagement

OPTIMAL HEALTH Maximizing Organizational Capacity Through A Well Functioning Aerobic System

As a former competitive distance runner, I learned that there is a difference between health and fitness. Health is when all the systems in your body are functioning optimally, especially the aerobic system (your bodies capacity to use oxygen). Indicators of health are energy, endurance, and calmness. Fitness, on the other hand, is the ability to perform a particular athletic activity. Fitness is about speed and strength: a well-functioning anaerobic system.

Many times during my running career, in an effort to get fit, I compromised my health. My ambition was stronger than my capacity. Injuries, low energy, and a decreased immune system were some of the outcomes of this imbalance. As I matured as an athlete, I discovered that in order for the body to work effectively, health and fitness must both be present and in balance.

Unhealthy people fall mostly into two categories: those who are inactive and over-rested, and those who are over-trained and under-rested. Studies are now showing that both inactive people and over-trained athletes exhibit essentially the same symptoms:

  • Low energy
  • Chronic fatigue
  • A depressed immune system
  • Circulatory problems
  • Susceptibility to injuries
  • Hormonal and insulin imbalance

The only difference between the two groups is that inactive people tend to have an excess storage of fat, while over-trained athletes have an insufficient storage of fat.

I use this metaphor when helping leaders improve organizational effectiveness and achieve regenerative success. To succeed long-term, both health and fitness are necessary in organizations and in life. It can be said that leadership represents health, while management represents fitness. Thus, different indicators measure an organization’s fitness and it’s health:

Organizational Fitness                        Organizational Health

Strategy                                                          High Trust

Expediency                                                    Flexibility

Marketing                                                      High Energy

Performance                                                 Endurance

Operational Excellence                              High Morale

Profits                                                             Employee Engagement

Technology                                                    Low Turnover

Organizations focus on the fitness side of the equation when ambition exceeds capacity. Fitness is also easier to measure than health. Managers are reluctant to examine health because it’s hard to quantify and it can point to failings of leadership. An over-emphasis on organizational fitness and an under-emphasis on organizational health will result in imbalance. Indicators of organizational imbalance and ill-health include: exhaustion, disengagement, high turnover (or worse, people “quit and stay”), distrust, an over-reliance on employee engagement surveys and an under-reliance on conversations, lack of focus, inflexibility, and unclear priorities.

To gain some balance and improve your organization’s health try some of the following strategies:

  • Spend less time in front of your computer and more time in front of people.
  • Narrow your priorities. Bring more focus into your work.
  • Start talking about your espoused values, and, more importantly, how you can live them – in concrete behaviorial terms.
  • Whenever you take on more work, ensure you have the resources and the capacity to get it done.
  • Start taking people for coffee, and stop taking them for granted.
  • Catch people doing things right. Shine a light on success.
  • Talk with people, not to Listen more; talk less.
  • Tell more stories, especially when they focus on success.
  • Appreciate good people and good actions. Recognize. Acknowledge. Cherish.
  • Replace entitlement with gratitude.
  • Decide that all blame is a waste of time.
  • Bring a servant mind-set to everything you do.
  • Get more rest.

PEOPLE ARE WORTH IT – Connection As A Path To Leadership

Dad once looked down an assembly line of women employees and thought, “These are all like my own mom – they have kids, homes to take care of, people who need them.” It motivated him to work hard to give them a better life because he saw his mom in all of them. That’s how it all begins – with fundamental respect. – Bob Galvin, speaking of his father, founder of Motorola

Leadership is about connection. It’s not just a rational, analytic process. If you are going to influence people; if you are going to get past compliance to genuine engagement; and if you are committed to creating an environment that produces the results you need, you have to reach people’s heart. If you simply give your employee a job description or list of expectations that are required to do their work without a sincere interest in them as a person, you relegate your people to simple “task-doers,” rather than genuine contributors. In order to lead, people need to know you care. They need to know you have a vested interest in them as a person, a genuine commitment to their wellbeing that goes beyond what they do or what they achieve.

What this means is that in order to engage people, you not only have to know yourself and have a high level of engagement in your own work, you also have to be engaged with the people you are attempting to engage. The first condition of leadership is connection.

Making a connection with employees begins by asking and sincerely seeking to understand the fundamental engagement question: “What do each of your employees need to be motivated?” Because every person is unique, it’s most likely that each employee will have a different answer to this question. If you don’t know the answer, then you are just guessing. And the risk of being wrong is too great. It’s much better to simply ask the question and set out to discover the answer.

Before he hires people, a leader in a long-term care organization asks the engagement question this way, “What are you passionate about? What would excite you to come to work here?” In his world, answers deal with interests in areas such as end of life challenges, dementia, HR/labor relations, and health and safety. He then asks: “How can we, as an organization, help you develop that passion?”

After listening to their response, he concludes with: “If we can help you develop that passion within your role, do you mind being a resource, coach, mentor, etc. for others in this organization?” Over many years, he has yet to have anyone say no. He then sets out to help them develop a plan that will grow their area of interest and contribute that talent to the organization. In this leader’s view of engagement, you have to give people a sense that they are needed and find a way to connect to their unique talents and passion. His motto to engage people (employees and residents alike) is to give them both a voice and a choice.

Even if you aren’t in a leadership position, ask three fundamental leadership questions in relation to anyone you serve (customers, clients, external stakeholders):

  • What are you doing to get to people’s heart?
  • What are you doing to make a connection to your employees, those you serve?
  • What are you doing to uncover your employees’ passion and talents?

In her book, “Kids Are Worth It,” Barbara Coloroso, the world-renowned parenting expert, says parents need to create a home environment that provides six critical life messages:

  • I believe in you.
  • I trust you.
  • I know you can handle life situations.
  • You are listened to.
  • You are cared for.
  • You are important to me.

It’s no different for employees. To be engaged, we all need to work – and live – in environments that support these fundamental messages.

What’s your way of connecting? What worked or did not work for you?

The 80% Principle Of Leadership – Managing By Making Room

An astute executive once wisely told me, “The problem with leaders today is that they expect 100% from their good people, and not enough from their poor performers.” I was initially puzzled, but after his explanation, I was inspired.

Let me illustrate the principle with an example. Not long ago I asked my sales manager to work three hours overtime to participate in a webinar on social media then give me an assessment. I rarely ask Laurie to work overtime, but she jumped at the opportunity to go the extra mile.

When considering the 80% Principle, there are three potential scenarios when you ask an employee to go the extra mile. If you are stretching people to the max, expecting 100% from them all the time, pushing them to do more with less, thus demanding that they are on 100% of the time, and then ask them to take on an additional project that requires overtime, you have no room for the additional request. In this case they will probably do it for you, but likely with either resentment or stress or both.

And if you have been expecting your good people to give 120% and then ask them to work overtime on a project, they likely start looking elsewhere for a job (if they haven’t already).

The alternative is to give them some room on a day-to-day basis. Don’t stretch them to the maximum. Only expect 80% so there is some space, some room for creativity, innovation, engagement, fulfillment, or connection. You will also likely find that when you only expect 80% from your best people, you’re going to get 100% anyway. But that additional 20% comes from within them, not from you. This kind of relationship breeds commitment and loyalty from those you depend on. Laurie is a part of this third scenario. I expect 80%, she gives 100%, and is always willing to go to 120% when the need arises.

The second part of this formula has to do with underachievers, those who are succeeding, but at less than 80% of their capacity. It is important to get tougher with these people. Don’t ignore them. You get tougher through clearer expectations. Fit people; don’t fix people. Get people into the right roles and then get them to 80%, not 100%. But if, through coaching and support, this doesn’t work, then help them move on in their career.

Three actions:

  • Track your own energy level. Take a careful inventory of yourself: How stretched do you feel? How much room is in your work life (or personal life) to slow down, be creative, think, connect – with your staff, your colleagues, your customers? Have the courage to respectfully negotiate for some space in your work life to express what matters most. If you are stretched to the max, you will convey tension in all your relationships.
  • Have a conversation with your team members about how stretched they feel. Ask your direct reports or those you serve if there is any room in their work life. Negotiate respectfully for some space.
  • Take an inventory of your direct reports who are operating at less than 80% capacity, and have the courage to face them. Be sure you have done everything you can to offer support to those within your stewardship. Have the conversation. Bring clear accountability agreements into your relationships. They must have high standards, clear expectations and ways to measure results, support requirements, and consequences. People need two things from their boss. They need to know you care, and they need performance measures. Be tough on people, be clear with people, but do it with love. No one ever takes pride in doing something easy.

Employee Engagement Surveys – Not The Whole Story

I’m not against employee engagement surveys. I’m just not in favor or our over-reliance on them for an accurate picture of an organizational culture. Reading employee engagement surveys is like reading a newspaper or watching the news. It’s interesting, there’s an element of truth in them, but it’s not the whole picture. It’s more of a photograph, a small spectrum of what’s actually happening. Surveys turn your organization into a noun, while conversations make culture a verb, a living breathing entity. Surveys give you a sense of what’s going on, but you always have to go further if you want an accurate picture. Here are some suggestions for using surveys more effectively and appropriately:

  1. Don’t use surveys to abdicate leadership. While thorough surveys provide excellent data and get you started with a snapshot of your culture, don’t rely on surveys alone to do the job. You also have to get out of your office, wander around, and be in touch with people. Ask them how they’re doing and what they need. Then listen to what they say. If you use the excuse that “people aren’t honest with you when you do that,” that’s a good indication you haven’t been out of your office enough to build trust. To be committed to culture, leaders need to be out of their office about half of the time or they just aren’t leading.
  2. Shorten your surveys. People are getting surveyed out. I’ve seen employees answer low because they are angry about having to do so many surveys! Dr. Theresa M. Welbourne (www.eepulse.com) is designing employee engagement and 360 Feedback surveys that take three minutes to complete. Dr. Welborne believes that you can get pretty much all the information you need in about three minutes. She might just be on to something.
  3. You don’t have to survey everyone to get an accurate picture. Television ratings are not determined by calling every single person watching TV. Pick a good cross section of people to survey and give the rest a break. Switch it up so you aren’t surveying the same people every time.
  4. Don’t mistake climate for culture. Climate is how people feel about the organization and their work (what you get from an employee engagement survey). Culture is what causes them to feel that way. Employee engagement surveys may tell you what the climate is, but they don’t necessarily get to the culture. Every culture has both the “visible” culture and the “real” culture. The real culture is what people talk about when the boss isn’t there. If you want to find out about the real culture, don’t send surveys to your employees. Send surveys to your employees’ spouses or best friends. Culture is measured by what people talk about when they get home from work. Ideally, we want to build a level of trust so people would have the same conversation whether the boss is there on not. You can only get the real culture by getting into the cafeteria and the hallways and listening to what’s going on, and more importantly, why it’s going on.
  5. Never ask a question about something you don’t know how to fix and you aren’t prepared to fix. Every survey question implies a promise that you are going to take action based on the answers you get. And if you break that promise, things will get ugly. I like Mark Murphy’s (Leadership IQ) experiment as an example of how this works. Tonight at home, make some popcorn. Then ask your spouse if they want some and when they say “yes” just ignore them. Now multiply that by a few thousand and you’ll see what we’re talking about. Don’t use surveys to abdicate leadership accountabilities. You must live your values, and have a way to ensure that this happens at every level of your organization. Your actions as leaders define your culture more than your value statements do. Actions really do speak louder than words. The goal is to align your actions and your value statements. The more you connect with people and really listen to what they say in a variety of ways, the greater your chances of bringing your claim and your reality into alignment.
  6. Remember that culture is a shared responsibility. Culture isn’t something that you do for or to people. Culture is something you create together. We institutionally deny the fact that each of us – through our perceptions and our choices – is actually creating the culture that we so enjoy complaining about. Deciding that I have co-created the world around me – and therefore I am the one to step into healing it – is the ultimate act of accountability. Check out my website www.irvinestone.ca/assessments for an instrument that assesses both the manager’s and the employee’s responsibility for creating a workplace worth working in – using and adapting the Gallup Q12 Employee Engagement Survey.

Personal Leadership – A Culture of One

Operational accountabilities are about what has to be done in an organization. Leadership accountabilities, on the other hand, are about how the work gets done. You have to take both into consideration if you want to build a great culture. Culture defines the how.

It is important to regularly assess how your people are achieving operational results, and it is just as important to regularly assess your culture with a Culture Inventory:

  • Are people clear about the values that are espoused – the way we do the work?
  • Are there clearly defined behaviors attached to each of the values so that the expectations of the how are explicit?
  • Are there clearly defined promises between the manager and the employee about what both are agreeing to?
  • Are there clearly defined support agreements, so everyone feels supported?
  • Are there clearly defined consequences – both positive and negative?
  • Is the follow-through clear, so that the agreements remain current and remain useful?

Just as it is good for a regular Culture Inventory, is it important to take a Character Inventory – an assessment of our own personal way we are at work and in the world. Similar to how an organization has a culture – a way of doing things, individuals also have a way.

Much emphasis in organizations is put on the what, and this is true with individuals as well. How many people do you know emphasize the achievements in their life but don’t pay attention to the kind of person they are becoming in the pursuit of these achievements? A Character Inventory assesses the kind of person you are – how you are living your life.

If you want to attract others, you must be attractive. Strong character demands that you shift from being the best in the world to being the best for the world, to strive not for what you can get, but what you can give, to endeavor not for what you can have or what you can do, but for who you can be. A job title, the letters behind your name, the size of your office, or your income are not measures of human worth. No success by the world’s standards will ever be enough to compensate for a lack of strong character.

It’s an act of caring to pause every so often and take an inventory of your character.

  • How are you doing in areas such as compassion, reliability, honesty, courage, prudence, contribution, and maturity?
  • Are you one person in public and another in private?
  • Do you focus as much on what kind of a person you are in the world as much as on what you want to achieve in the world?

Like a business that takes regular stock of its inventory, this is a fact-finding process. There can be blind spots to seeing yourself, so get feedback from the most important people in your life. Being a good person precedes being a good leader in any capacity.

Here’s a list of actions that demonstrate strength of character. See how you measure up with this list, or take the time to write your own list:

Let go of what you want.

Prudence is the common sense – that unfortunately is not so common any more – to live with what you can do without, and the ability to find joy in what is here. Every so often it’s good to surrender something we want, but don’t need. In a world that confuses wants with needs, debt continues to rise as character continues to erode. Practice living below your means, not getting everything you want, and finding freedom in enjoying what you have.

Do something difficult every day.

“Do the hard stuff first,” my mother used to say. The earlier in the day you get the difficult work done, the better you’ll feel about yourself and the rest of your day will improve. Whether it’s having a difficult conversation, getting some exercise, or taking a risk, character is built on the foundation of overcoming the natural tendency to take the course of least resistance.

Clean up after yourself.

Something eats away at your character when you sit in your mess or leave your messes for someone else to look after. And if you really want to experience character, walk through a park close to where you live and clean up garbage left behind by someone else.

Look beyond yourself.

Character means choosing service over self-interest. Character grows in the soil of concern for others and the commitment to act on that concern. We can all find ways to make life better for someone less fortunate than ourselves.

Spend less than you earn.

This is truly one of the best character habits you can develop. Spending less than you earn, whether it’s reflected in your home, your car, or the stuff you buy, is another version of prudence. The space you create in your life by doing so will give you freedom, renewed worth, and contentment that money will never buy.

Practice gratitude.

Gratitude is integral to strong character. It’s the antidote to the entitlement that contaminates character. Be an appreciator, rather than a depreciator, of everything that shows up in your life, including opportunities disguised as problems. What you appreciate, appreciates.

Before you criticize the culture you work in or the leaders of the culture, take a good look in the mirror. Leadership is about PRESENCE, not position. What kind of presence do you bring to your work? What kind of person are you? What is your “way” of being in the world? As a personal leader, you are a culture of one. Make it a daily practice to review your character in relation to your daily life, your friends, your acquaintances, and your work. Keep striving to be a better leader by being a better person. This is the real satisfaction and ultimate goal in life.

Q12 Engagement Survey: Who is Responsible?

The Q12 Talent Engagement Audit

The Gallup Q12 (https://q12.gallup.com) is a survey designed to measure employee engagement. The instrument was the result of hundreds of focus groups and interviews. Researchers found that there were 12 key expectations that when satisfied, form the foundation of strong feelings of engagement. So far more than 90,000 work units and 1.7+ million employees have participated in the Q12 instrument.

Comparisons of engagement scores reveal that those with high Q12 scores exhibit lower turnover, higher sales growth, better productivity, better customer loyalty and other manifestations of superior performance.

The Gallup organization also uses the Q12 as a semi-annual employee engagement Index – a random sampling of employees across the country.

The engagement index slots people into one of three categories:

  • Engaged employees work with passion and feel a profound connection to their organization and their work.
  • Not-Engaged employees are essentially “checked out.” They are sleepwalking through their workday. They are putting in time, but not enough energy or passion into their work (“Quit and stay”).
  • Destructively Disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish.

The Q12 Index

  • Do you know what is expected of you at work?
  • Do you have the materials and equipment to do your work right?
  • At work, do you have the opportunity to do what you do best every day?
  • In the last seven days, have you received recognition or praise for doing good work?
  • Does your supervisor, or someone at work, seem to care about you as a person?
  • Is there someone at work who encourages your development?
  • At work, do your opinions seem to count?
  • Does the mission/purpose of your organization make you feel your job is important?
  • Are your associates (fellow employees) committed to doing quality work?
  • Do you have a best friend at work?
  • In the last six months, has someone at work talked to you about your progress?
  • In the last year, have you had opportunities to learn and grow?

The limitation of the Gallup Q12 Employee Engagement Survey (https://q12.gallup.com) is that it only measures half of the equation: the manager’s responsibility to build an engaging relationship with their employees and to foster an engaging workplace culture. The Q12 Talent Engagement Audit below, adapted from Gallup’s Q12, measures the employee’s responsibility to build an engaging organizational culture.

Take an honest inventory of yourself in the following areas to assess your level of personal responsibility and commitment to do your part as an employee to build a workplace culture that is worth working in.

  • Have you clarified with your boss what is expected?
  • Have you clearly and respectfully asked for the resources you need to do your work right?
  • At work, have you created the opportunity to do what you do best every day?
  • In the last seven days, have you given recognition or praise to your colleagues for doing good work? How about to yourself?
  • Does your supervisor, or someone at work, know that you care about them as a person?
  • Is there someone at work who you encourage in their development?
  • Have you earned the credibility so that your opinions seem to count?
  • Does your own personal purpose make you feel your job is important?
  • Are you committed to doing quality work?
  • Have you taken the time to create a good friendship at work?
  • In the last six months, have you taken the responsibility to talk with your boss about your progress?
  • In the last year, have you had created opportunities to learn and grow?

What do you need to continue doing to sustain your commitment to 100% responsibility for the culture you work in?

What do you need to start doing to take more responsibility for the culture you work in?

What support do you need? Who will help hold you accountable?

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