Today, I wanted to let you see part of an excellent article I found at LinkedIn. I have pasted a portion below:
According to a 2011 survey by IABC (International Association of Business Communicators) Research Foundation and Buck Consultants, A Xerox Company, “an individual’s supervisor and the amount of employee communication in an organization are the top two influencers of employee engagement.”
With over 70% of employees not engaged at work, at a cost in lost productivity to the U.S. economy of $370 billion annually, if you’re someone’s immediate supervisor, no matter your organizational level, you can positively influence trust, commitment, and engagement though authentic and effective communication.
Fear is still the primary weapon I see used to get work out of people here in China and guessing it is true in all the places you might live. I occasionally find real engagement, but it is rare. The cost of not having engagement is high, but bosses have several barriers to getting to a higher level of profitability in this realm.
1. Owners or CEO’s must move past short term thinking which uses fear and move to concern for workers which builds trust and creativity and ownership in workers. Engaging workers has short term return but the long term return is greater.
2. Owners have seen or been burned by being the nice guy and getting used. Engagement is not being the nice guy. Proper engagement latches into worker desire for personal achievement and leads to very high worker productivity. It is not a problem to challenge a worker if we are clearly on the same team with them.
3. Speaking well to a worker because you want something from them is manipulation and is a cause of lower levels of engagement. Real concern for workers requires leaders who really care about the success of the business. Further, they see that as happening through the success of workers who they are on the same team with them. It is not technique but a real concern for worker success that drives engagement.
4. Leaders often get to be leaders by being good workers, but they fail to transition to being facilitators of others’ success when they move up. They remain doers and not developers and thus do not engage.
Actually, the list goes on and on. Finding real leaders with character and getting them the coaching to make them all they can be is a barrier. That means finding companies with high engagement and the profitability to go with it is hard, but you can get there. And when you get there, you can go higher.
Any stories to go with this?