Accelerating Performance Seven Steps For Promoting Employee Engagement BY KATE ZABRISKIE
“They’re here, but they’re not here. My staff isn’t committed, and it’s obvious to me and our customers. We’re in trouble.”
“To say that initiative is lacking is an understatement. My staff doesn’t think beyond the basics. If they hit a wall, they stop. The idea of looking for a window never crosses their minds. Frustrating!”
“Maybe it’s them. Maybe it’s me. Our team just goes through the motions. I wish there were a magic formula to get people focused and motivated.”
While there isn’t an instant solution for increasing enthusiasm, focus, and initiative, there are seven steps any leader can take to orchestrate success.
Step One: Communicate the direction. It’s hard for people to reach a destination if they don’t know what it is. Whether you call it mission, purpose, or some- thing else, employees need to have a solid understanding of the organization’s why, the team’s why, and their why. Lead- ers who promote engagement regularly connect day-to-day tasks and expecta- tions with the bigger picture.
Work on creating clear lines of sight.
For instance, “Debbie, we’re here to service members. Everything we do should help our members get the most from our conferences. As the registration clerk, it’s important for you to accurately register members and send their confir- mation documents within two days of receiving a request. Our goal is timeliness and accuracy.”
Step Two: Delegate responsibility and authority. Once people know the direction, good leaders give them responsibility and the tools they need to execute the plan. Will everything be done exactly as the leader would do it if he or she were to take on the task? Doubtful. However, great lead- ers know when to step in and when to stand back and let others own their work.
“John, your job is to manage customer returns. While I have guidelines for you to follow, you can decide and then let me know how you will organize your work.”
Step Four: Support stumbles. Slips, trips, and falls will happen when people solved problems, and lead- ers who engage their teams to the full capacity have the good sense to
No matter their role or level in an
organization, people like to be appreciated and recognized. Whether someone is a
vice president or a temporary worker, leaders who engage their teams communicate the idea that everyone has an important role.
Step Three: Recognize good work and the importance of others. No matter their role or level in an organi- zation, people like to be appreciated and recognized. Whether someone is a vice president or a temporary worker, leaders who engage their teams communicate the idea that everyone has an important role. Take the time to articulate how others contribute. “Eric, you are the face of the office. When people visit us, you are the person who sets the tone. Thank you for taking pride in the appearance of the reception area and screening visitors in a friendly way that doesn’t feel like an interrogation. You’re nailing it.”
support the stumbles employees will inevitably encounter. In other words, it’s about having the maturity to get beyond blame and focus on what to do differently in the future. Do you assume the best? Do you steer clear of throw- ing others under the bus? Do you treat errors as learning opportunities? If not, you’ve got some room to improve. “Eric, the event did not go as you had hoped, and now is the time to learn from the experience. In hindsight, what could have been done differently?”
MiniStorageMessenger.com • September 2022 65
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80
