Part 3: “I just want to be able to deliver my best every day.”
Much is spoken about employee engagement but don’t we just need employees to want to deliver their best every day? Not surprisingly employees want to feel motivated and able to deliver their best too. So what happens in between to stop this from happening?
- Employees need to believe in your organisation’s why
- Your actions need to match your words
- People deliver more when they feel valued
People deliver more when they feel valued
I value you
It’s very simple: we all want to feel valued. We all want to know that we have made a positive difference. So why don’t we tell people more often what makes them of value to our organisation? We tend to focus on this with children in schools (and again could probably do it more) but when people move into the workplace recognition seems to dwindle except for the real high flyers.
Watch your language
Even the language you use and how you enable people to do their work matter. For example, you could say that you want someone to build a solution that you have in your mind. But if you are surrounded by experts why not share the issue you are facing and ask them for the best way to solve it. Draw on their different perspectives. You are then telling them that you value their expertise and you’ll achieve a better result. Micro-managing breaks down trust and people stop sharing their views. They become robots who don’t believe their views are valued.
Learning from mistakes
We particularly need to feel valued and ‘safe’ when we make mistakes. Some organisations have created an environment where learning from mistakes is celebrated. They recognise they can’t improve if they don’t make mistakes and learn. This leads to openness, trust and continually improving. The opposite results in hiding issues, blaming others, and defensive actions such as sending emails with lots of people on copy to prove they were ‘informed’.
Showing feelings isn’t something that comes naturally in some organisations and certainly not to some leaders. However, it is simply about building your emotional intelligence. And if this doesn’t come naturally ensure you have people in your leadership team who do have high levels of emotional intelligence so they can support you.
There are five elements of emotional intelligence (according to Daniel Goleman, an American psychologist):
- Self-awareness – those who know how they feel and how what they do and say impacts other people.
- Self-regulation – those people who stay in control and don’t attack others or rush decisions.
- Motivation – self-motivated people who maintain high standards of delivery.
- Empathy – those who have the ability to put themselves in someone else’s shoes.
- Social skills – these people have great communication skills, are good listeners with the ability to inspire, motivate and praise their teams.
So how do you think you’re doing in bringing out the best in your people? Take a step back and build your plan to better results.