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Showing posts with label managing. Show all posts
Showing posts with label managing. Show all posts
Friday, May 1, 2009
Employee Engagement Requires More than Just Throwing Around a Buzz Term
0 comments Posted by Kristin Roberts at 10:25 AMDuring tough economic times, you'll hear rumblings about "employee engagement" from various levels of an organization. Employee engagement is the hot buzz word that just won't go away, primarily because it does have an impact on how well (or poor) a company comes out of a downturn.
However, while everyone is buzzin' about employee engagement, how many of you actually know what drives, creates, and sustains it?? If you can name at least 3 *without peeking*, you get an A for the day.
Get a little deeper on what drives employee engagement:
- Trust and integrity – how well managers communicate and 'walk the talk'.
- Nature of the job –Is it mentally stimulating day-to-day?
- Strategic Direction between employee performance and company performance – Does the employee understand how their work contributes to the company's performance?
- Growth opportunities –Are there future opportunities for growth?
- Pride about the company – How much self-esteem does the employee feel by being associated with their company?
- Coworkers/team members – significantly influence one's level of engagement
- Employee development opportunities – Is the company making an effort to develop the employee's skills?
- Relationship with one's manager – Does the employee value his or her relationship with his or her manager?
Wednesday, April 22, 2009
We live in a world of dramatic, tumultuous, and unpredictable change—change that is wiping out time-honored businesses and long-standing institutions and ushering in unprecedented opportunities for creative individuals and entrepreneurial organizations. So pervasive is change today that it has redefined our first task: The job is no longer figuring out how to win at the game of work and life; the job is figuring out the new rules of the game.
-Rules of Thumb, Alan M. Webber (co-founder of Fast Company)
Rules of Thumb, featuring 52 "rules,"is a guide for individuals in every walk of life who want to make sense out of these confusing, challenging, and compelling times. The book is practical, philosophical, and fun. And, it is ever so wise. Here is a sampling of a few of the new rules we should all be getting familiar with:
#10 A good question beats a good answer.
#14 You don't know if you don't go.
#16 Facts are facts; Stories are how we learn.
#26 The soft stuff is the hard stuff.
#29 Words matter.
#45 Failure isn't failing. Failure is failing to try.
#50 On the way up, pay attention to your strengths; They'll be your weaknesses on the way down.
#52 Stay Alert! There are teachers everywhere.
Rules of Thumb, featuring 52 "rules,"is a guide for individuals in every walk of life who want to make sense out of these confusing, challenging, and compelling times. The book is practical, philosophical, and fun. And, it is ever so wise. Here is a sampling of a few of the new rules we should all be getting familiar with:
#10 A good question beats a good answer.
#14 You don't know if you don't go.
#16 Facts are facts; Stories are how we learn.
#26 The soft stuff is the hard stuff.
#29 Words matter.
#45 Failure isn't failing. Failure is failing to try.
#50 On the way up, pay attention to your strengths; They'll be your weaknesses on the way down.
#52 Stay Alert! There are teachers everywhere.
Thursday, April 16, 2009
Think you have what it takes to become a manager? If you think a management role is in your future, even the distant future, you need to check out this article by Dan McCarthy: 7 Myths about Management.
Wednesday, April 15, 2009
Lesson: Make sure to look down for trap doors when running.
Photo Credit: Stock.Xchang Photos
In a "do more with less" environment, it's easy to overlook "less important" details and race forward to get tasks checked off your list. Sometimes those "less important" things we tend to overlook are... our people.
Rather than a machine, we've got real people working hard to get our tasks accomplished and one of the most powerful mindsets a manager can have is that we work for the employees. A manager's role is to break down barriers and creatively provide resources the employees need in order to truly "do more with less".
Managers that forget this part of their role wonder why their employees aren't excited about the latest project, aren't producing as efficiently, and why they're beginning to disengage from the company.
Don't fall into the trap of "doing more with less" and forget that your real responsibility is making it possible for your folks to actually do more with less, and still feel pride in the work they're accomplishing.
Rather than a machine, we've got real people working hard to get our tasks accomplished and one of the most powerful mindsets a manager can have is that we work for the employees. A manager's role is to break down barriers and creatively provide resources the employees need in order to truly "do more with less".
Managers that forget this part of their role wonder why their employees aren't excited about the latest project, aren't producing as efficiently, and why they're beginning to disengage from the company.
Don't fall into the trap of "doing more with less" and forget that your real responsibility is making it possible for your folks to actually do more with less, and still feel pride in the work they're accomplishing.
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