Whether you are a recently appointed frontline manager or a seasoned senior executive, we can all benefit from a sanity check on how we are encouraging people to higher performance and greater job satisfaction. So, just a quick check list of key behaviours we can exhibit to achieve higher employee engagement and greater performance:
- Demonstrating trust – don’t micro-manage. Trust staff to get the job done. Delegating key tasks can empower employees and stimulate innovation, although you will need to ensure that the ultimate business objective is understood.
- Showing respect – listens to and acts upon what your employees tell you. Be prepared to invest in new equipment or support if they need it to do their job effectively. By responding to their concerns you can demonstrate your trust in their judgement.
- Giving encouragement – if someone’s standards fall short, don’t criticise, but find out what the problem is and try to get them back on track. Identify if more training is needed. Set realistic timelines for review of performance after training, document outcomes and next steps…
- Valuing diversity – what works for motivating one person, may not work for another. Be flexible and use your interpersonal skills to get the best out of different types of employee.
- Rewarding good performance – set clear objectives and celebrate employee achievement. Timely and genuine acknowledgement is a greater motivation than money!
- Setting out a vision – restating the business purpose, long term goals and how they can directly contribute to the success of the company engages all members of your team and gives clarity of purpose.
- Cross–functional engagement – assigns a challenging task to a team of employees from various departments and encourage the team to develop a solution. Ask everyone to contribute and publicly recognise their efforts afterwards.
- Empowering people – allocating resources to the team to get the job done. Intervene when needed to teach skills and help the team solve problems. Provide specialist help, training and literatures where needed, but also, allow some latitude on the part of individuals to determine how they will achieve their goals.
- Encouraging Input – get the team members discussing how best to achieve the task. Ensure everyone feels able to voice an opinion, no matter what their role in the business.
- Provide Feedback – gather the team’s opinions then communicate clearly decisions made.
- Is your performance relative to your effort?
- How do you feel when you have completed a task?
- What kind of goals do you set for yourself?
- Do you feel that you have control over your destiny?
- Do people tend to lean on you, ask for your approval?
- Do you find yourself doing things you’d rather not do?
- Is prestige important to you?
- Do others tend to hold you in esteem?
- Do you find yourself performing to gain esteem?
- Are you proud of what you earn?
- Do you tend to talk about money or how you spend, save, or invest it?
- Do you feel guilty about not exerting enough effort?
- Do you continually feel that you must do more?
- Do you require continual motivation from superiors?
- Are you confident that you do as well as you can?
- Do you feel guilty about poor performance?
Now, a few things to be aware of when trying to understand what is important to people:
The feeling that you get from successfully accomplishing a job, overcoming obstacles and obtaining goals
The sense of control that you believe you have over your destiny and the destiny of others; your ability to influence or direct the behavior of others
The respect accorded you by your peers and by business or community associates; how others feel you compare with your peers
The amount of personal financial income provided by your job
The constant feeling or need to show continuing improvement in your job performance
Your feeling of self-worth; how you feel you measure up to your peers
The feeling of growing as an individual or becoming more competent, more efficient—a better person