What Next for Employees?

July 27, 2010

The Towers Watson 2010 Global Workforce Survey provides some interesting insights that should be taken into account by all Leaders when planning for the future of their organisations.  Based on 20,00 workers in 22 countries, some of the key points in the survey include:

  • Employees see security as a fast disappearing part of the employment relationship although 76% want a secure position above all else
  • Only 38% of employees think that their leaders have a sincere interest in their well-being while less than half think that their leaders inspire and engage them
  • Almost 40% of employees are either disenchanted or fully disengaged
  • 42% of staff think they have to go elsewhere to advance

As many organisations are finding out, it is one thing to keep employees when they have no other options but, when the upturn does come around – and for some companies, it already has – these employees will start to question how they have been treated during the downturn. The best of these employees will have the earliest options to move to what they consider to be a better job.

Now is the time for Leaders to begin reengaging with employees through, for example, challenging work design, growth opportunities and, putting in place recognition programmes.

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Eight Simple Rules to Becoming a Better Leader

March 15, 2010

Melissa Raffoni has a post on the HBR website that all Leaders should read.  President of Raffoni CEO Consulting, she works with CEOs of major organisations.  In this short but important post, she outlines in clear terms what employees want from their Leadership.  None of this should surprise any good Leader; what is surprising is how often we don’t put it into practice.

1. Tell me my role, tell me what to do, and give me the rules. Be clear, be direct and let me get on with my job.

2. Discipline my coworker who is out of line. Fairness and equity for everyone – for good and bad performance.

3. Get me excited. Give me a reason to get engaged in what I do.  I don’t do boring!

4. Don’t forget to praise me. When I do something that deserves praise, not 12 months later at a review.

5. Don’t scare me. Tell me what I need to know but don’t dump all of your problems on me.

6. Impress me. Lead by example.

7. Give me some autonomy. Trust me – that’s why you hired me.

8. Set me up to win. Help me to win and you look good too.

All Leaders should print these out and ask themselves every day – am I following these rules?  If not, why not?


It is not enough to Manage by Wandering About

February 28, 2010

Management by Walking About (MBWA) is a management practice first proposed by Peters and Waterman in their seminal book In Search of Excellence. As  a technique, it aims to allow management to bypass the bureaucracy of the organisation and stay in contact with those that do the actual work.  It is communication at its best.

The Harvard Business School Working Knowledge discusses some research that shows that management visibility on its own is no guarantee of success.  Unless managers understand that MBWA is more than just walking about, they can cause more harm than good.  The research looked at a number of hospitals that engaged with front line workers on process improvements.  The result showed that improvements were achieved in most instances, leading to not just improvements in processes but in the overall organisation climate.

However, it is also possible to damage that climate.  The researchers found that it is not just important to engage with front line staff.  It is how you engage that will make the difference.  It is too easy for MBWA to be viewed as an audit that is trying to find errors or an attempt to catch employees making mistakes. If this is the perception of MBWA, trust will be quickly eroded, increasing hostility and suspicion – the exact opposite of what MBWA is attempting to achieve.

Some simple steps that managers can follow to ensure that MBWA is effective include:

o Do it solo – senior managers should MBWA alone and not hunt in packs

o Ask questions

o If you give a commitment to act on something, follow up

o Don’t undermine your supervisors – this is not an opportunity to whinge

o Do it often – it is not a fad and repetition will make it seem the norm