We all want to know that our jobs matter.
When an employee’s work seems lacklustre, or office morale is low, remind them of who their work helps.
Giving someone a concrete picture of their work’s impact can be self-affirming as well as motivational.
Studies have shown that cooks feel more motivated and work harder when they see people eating their food, for example.
Even if the results of your employees’ work aren’t so tangible, giving them specific names and stories of those who’ve benefited from their efforts can offer a window into the good that their work does.
So take time to talk about the customer who is able to make more sales (and therefore a better living) thanks to your company’s software, or the parent who’s driving a safe car thanks to diligence on the assembly line.
The key is to make a direct connection from the employee to those who benefit from their work.
Curated by Trevor Lee
Richard Rumelt of UCLA has shown that there is an intriguing paradox
at the heart of management today.
When he asked a sample of Chief Executives of US corporations to describe the qualities of those business leaders that they admired more than any others, the answers he got all dwelt on “first-mover” attributes such as insight, contrarian thinking, bravery, and decisive action.
But when he asked them to describe the moves they themselves were making in their own companies, the answers he got were the old perennials of 360 feedback, cost reduction, outsourcing, shared services, margin improvement, customer relations management, six sigma and process re-engineering.
He described these practices as “doorknob polishing” in contrast to what he saw as the “predatory leaps” courageously made by the leaders they most admired.
Do you lead courageously or just polish the doorknobs?
Trevor B. Lee – EP International
We provide C-suite services in the field of talent acquisition, development and retention.
Source material: LEF