What's Important Now?
A message from President & CEO Christopher Rice.
Whatever your industry, you are likely to be viewing
the world economy with trepidation and taking steps
to ensure your organization's short- and long-term viability.
You may have done some downsizing — releasing 'C' performers
or making across-the-board layoffs. You may have renegotiated
your leases or moved to smaller office space. No doubt
you're examining discretionary expenses ranging from
free food in the employee lunchroom to the product development
pipeline.
The success of your efforts to steady and strengthen your organization will depend not only on your business savvy and luck. Your firm's resiliency and agility will be determined by the engagement and leadership of you and your workforce.
Engagement
As you cut discretionary expenses, you need
all employees to focus their discretionary effort
on what matters most. That's where engagement plays
a role. Engaged employees are not just committed, passionate,
or proud. They have a line-of-sight on their own future
and on the organization's mission and goals.
They are enthused and in gear.
Many of the leaders I've spoken to in the
last few months express concern about engagement levels
in their organizations. They're right to be worried.
They need employees to stay focused and productive despite
taking on the ghost work of laid-off colleagues, paused
pet projects, eliminated perks, ever-shifting priorities,
and the distraction of the latest headlines or hourly
market fluctuations. In addition, soft economies jeopardize
the natural balance that may exist in better times.
The worst employees will stay as disgruntled hostages
and top talent may leave because they still have mobility.
Are you engaged? You can't drive engagement
if you're disconnected or burnt out. If you're not engaged,
take time to reconnect with the source of your convictions.
Ask yourself: Why do you come to work each day? What
aspects of your work provide the greatest satisfaction?
What personal values underlie what you want to do or
say? What do you stand for as a leader? In light of
your convictions and your understanding of market realities,
where do you need to focus your discretionary effort
and unique skill set?
Where are your employees on the engagement spectrum?
Do they know their three most important priorities
out of all the items on their to-do list? Are they clear
on how their work supports the organization's goals?
Do they need help remembering why — aside from a paycheck
— they come to work each day? Make time to have discussions
about their concerns and aspirations. Wherever possible,
give them the information they need to succeed and the
reassurance that what they do has meaning. This is also
the time to hand out stretch assignments to address
organizational imperatives and provide the growth and
development that feed engagement.
Our State
of Employee Engagement 2008 report contains more
information on the five levels of employee engagement.
For a summary of ideas about engaging your workforce,
take a look at my article, "Low
Engagement? Invest More in Your People," in the
November edition of Leadership Excellence.
Leadership
We've all read about those leaders who, thrust into
the harsh public spotlight, missed opportunities to
shine. Your industry and behaviors may not be in the
headlines — yet. But make no mistake: Your employees,
investors, customers, and community are already scrutinizing
your actions. They will be inspired by what's authentic
and more inclined than ever to reject disingenuous behavior.
Will your leadership hold up?
Are you using good judgment? Everything
you and your colleagues do will be talked about and
second-guessed. Consider the impact of your actions
on all your constituents inside and outside the organization.
If you think that an action will be misinterpreted,
consider alternatives or manage perceptions from the
very start. Take special care to achieve consistency
and congruence in what you say and do.
Do your actions strengthen the bottom line and
your culture? As you attend to harsh operational
and financial realities it's sometimes easy to lose
sight of your organization's values and culture. We
all have a tendency to think of choices in terms of
"either/or." As you consider your leadership decisions,
communications, and actions, ask yourself: Am I demonstrating
my personal commitment to employees?...and...
Am I reinforcing what we stand for as an organization?...and...
Am I explaining decisions so that employees and other
stakeholders clearly understand how they drive business
results and reflect our core operating principles? Values
and culture provide a stabilizing force during uncertain
times and create an environment that inspires long-term
success. Don't abandon them now.
Are you encouraging the personal leadership
of all employees? It's tempting for employees
to quietly hunker down and wait for leaders to say that
it's business as usual and safe to come out. It's also
natural for workers to openly mourn what's lost —
whether they be colleagues down the hall or year-end
bonuses. But this is the time to cultivate heroes not
victims, a time for initiative and innovation devoted
to getting things done despite cutbacks. A time for
inspiration and commitment despite uncertainty. Have
you created an environment that allows risk-taking and
new ideas? Are you rewarding employee creativity?
Most important, perhaps: Are you modeling the type of leadership that would inspire you?
For
more information on how BlessingWhite can help you develop
leaders who deliver results and create inspiring cultures,
call 1.800.222.1349 or email info@bwinc.com.
Copyright © 2008 BlessingWhite, Inc.
BLESSINGWHITE emails and invitations are sent only to active members of blessingwhite.com. If you do not want to receive these notices, Click
here.
BlessingWhite
North America 23 Orchard Road, Skillman, NJ 08558-2609
PHONE:
800.222.1349 or 908.904.1000 FAX: 908.904.1774
BlessingWhite
Europe Burnham House, High Street, Burnham, Buckinghamshire SL1 7JZ
United Kingdom
PHONE: 44(0)1628.610150 FAX:
44(0)1628.610174
BlessingWhite Asia-Pacific 1292 Toorak Road,
Camberwell, Melbourne 3124 Australia
PHONE: 61.3.9889.5687 FAX:
61.3.9889.5687
|
