Almost 25 years ago, an article in ‘Business’ magazine described the ten qualities employees most wanted their bosses to possess. A lot has changed in the world since then, but these (with some updating by me) still look good.
1. Establishing organization clarity
a. Establishing clear goals and standards
b. Communicating group (not just individual) goals
c. Involving people in setting goals (not just dictating them)
d. Delegate responsibility clearly
2. Encouraging open, two-way communication
a. Open and candid when dealing with people
b. Honest, direct and to the point
c. Establishing a climate of openness and trust
3. Willingness to coach and support people
a. Supportive and helpful
b. Working constructively (and decisively) to correct performance problems
c. Going to bat for subordinates
4. Providing ‘objective’ recognition
a. Recognize good performance more often than criticizing performance problems
b. Tying rewards to excellence of job performance (vs seniority or personal relationships)
5. Establishing ongoing controls
a. Following up in a timely manner
b. Giving ‘real-time’ feedback on how subordinates are doing
6. Selecting (and keeping) the right people
a. Both bringing the ‘right’ people on and exiting those who don’t fit
7. Understanding the financial implications of decisions
8. Encouraging innovation and new ideas
a. Surprisingly, this was seen as important regardless of how conservative or traditional the company
9. Making decisions and ensuring the organization executes successfully
10. Demonstrating high levels of integrity
a. Doing the ‘right’ thing, both internally an externally
Anything you would add or omit? Which one is the most important to you?
I’m the guest author in the June edition of the STRe Solutions Newsletter. You can find the entire newsletter here, or read my article below.
What’s your secret for keeping your best employees engaged and motivated?
In the classic business book Good to Great: Why Some Companies Make the Leap… and Others Don’t, Jim Collins states that to be effective, organizations need to first get “the right people on the bus (and the wrong people off the bus) and then figure out where to drive.” In essence, who you have on your team, is more important for the organization’s success than where you are headed and how you get there.
While I agree that getting the right people on the bus is as critical today as it was back in 2001 when “Good to Great” was first published, today’s leaders are faced with more complicated challenges.
Most companies have done a good job hiring highly talented, super-smart people. Especially in today’s economy, finding the “who” is not the problem. Where they struggle is keeping them engaged and focused on the “where” and the “how”. To say it another way, you can have strong individual players, but unless there is an overarching purpose that requires them to become a team, little will be accomplished.
For this to happen, organizations need to be two things.
First, they need to be smart. Smart organizations have the basics: Sales, Finance, HR, R&D, Product Development, IT, Services, Support, etc… — all the bits and pieces that keep a company running. The truth is most companies are plenty smart. In today’s world though, that’s not enough.
Organizations have to be more than smart — they have to be healthy as well.
Healthy organizations have low politics (not no politics — but politics that don’t get in the way). They have high morale, engaged employees, and no surprise, they have high productivity. Another thing I see in a healthy organization is a lack of confusion about where the company is going and how what every employee is doing fits.
I saw this time and time again in my 13 years with Federal Express where employees would regularly do amazing things to ensure that our customers were getting the service they expected — delivering critical payroll checks in a blizzard and completing customer pick-ups during the Loma Prieta earthquake are just two of many examples.
The trap that many companies fall into is that you can’t do one without the other and you can’t think about them separately. For organizations to be effective, you must embed the smart stuff with the healthy stuff, keeping the right people engaged and productive.
Employee engagement happens when four things occur:
* The Leadership Team is aligned and cohesive
* There is absolute clarity about the organization’s direction (strategy)
* Every person in the organization understands how what they do fits with the strategy
* Organization policies and practices support the above (this does not happen nearly enough)
One of my favorite quotes is from General Norman Schwarzkopf, who I heard speak not long after Desert Storm. He said: “Great leaders never tell people how to do their jobs. They set the goals and establish the framework. Lousy leaders think they know it all, and all the while, their organizations sit there, aquiver with potential.”
What are some of your best practices for keeping the right people on the bus? I’d love to hear them in the comments below.
Business Week recently posted a debate starting with the premise that a recession is no time focus on employee engagement.
The ‘Pro’ position stated that organizations should concentrate on the business, not the workers.
The ‘Con’ position stated that employees need a morale boost now more than ever.
Here’s the comment I added:
Healthy companies understand that employee engagement is a critical component to their success.
When employees are not engaged, more than likely the leadership team is not engaged either.
Engagement happens when four things occur:
1. The Leadership Team is aligned and cohesive
2. There is absolute clarity about organization direction (strategy)
3. Every person in the organization understands how what they do ‘fits’ with the strategy
4. Organization policies and practices support the above (this does not happen nearly enough)
One of my favorite quotes is from General Norman Schwartzkopf, who I heard speak not long after Desert Storm.
He said: “Great leaders never tell people how to do their jobs. They set the goals and establish the framework. Lousy leaders think they know it all, and all the while, their organizations sit there, aquiver with potential.”
What do you think? Cheers, Amelia