2
Install ‘tight’ performance management processes
Set purposeful business objectives for each of your people. Does each core objective link to the strategy, priorities and
goals of the business? If I questioned your people on their own 2011 objectives – would they be able to make the link to the business? Having set their objectives in line with the business it’s essential that you take regular opportunities to feedback progress against them – delivering praise and corrective advice as appropriate. We all know this but it can be tempting to cut corners! Ask yourself what your regular meetings with your people look like … are they often enough? Are the objectives top of the agenda? Regular ‘touch points’ with your people enable you to clarify/reinforce the objectives and the importance of them as an individual.
3 4
Communicate, communicate, communicate
Lack of or poor communication leads to
employee anxiety. People are generally uncomfortable with not knowing what is going on. The key for leaders/ managers is to communicate as much as they can, as quickly as they can … an important principle in both successful and challenging times. But communicate what? Results versus target, challenges, competitor movement, changes in direction/focus etc. There will always need to be a decision made on how much information can be given out, but open communication shows both trust and respect in your people – feelings that will undoubtedly help with engagement.
Let them help find solutions
Set your people meaningful business challenges to solve. Whether setting the task
for individuals or teams,
define the scale/detail of the challenge and request a solution. Engagement is at its best when the recipients feel involved, committed and a sense of emotional attachment – all outputs from this approach. Leaders/managers with real finesse will use tried and tested processes that facilitate creative thinking and movement to action. Edward De Bonos 6 Thinking Hats process stands the test of time – with the leader
playing the role of the ‘blue hat’ chairperson – orchestrating the change in thinking states.
Set an expectation of self learning – reading, finding mentors etc and invest where possible on interventions that will tackle root cause. Be supportive of learning and be resourceful with solutions – provide book recommendations.
5
Have a development focus
Work with your people to identify genuine knowledge, skill and behavioural gaps.
6
Be a ‘great’ boss
Think about the quality of your relationship with each of your people. Ask yourself … is it where it should be? Is it healthy? Am I doing enough? Do I create the right environment for them to flourish? Is my
approach fair and consistent? Am I contributing to the outcomes I don’t like? Be honest and be prepared to change your relationships if needed.
Remember, far from being a requirement that is satisfied by perks, employee engagement is a direct reflection of how employees feel about their relationship with their boss. You make the difference.
Dean Williams works with business owners, directors and senior managers helping them arrive at decisions that will successfully impact their bottom line.
45 entrepreneurcountry
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