Getting the Least from your Employees

If your employees don’t want to work for you, then they won’t.

While this may seem apparent and obvious at first, there is a double meaning involved.

The most logical meaning, of course, is that they will quit. The other (and perhaps more threatening implication to your company), is that they will remain employed and consistently under-perform, poison morale, resist company initiatives, and fill team meetings with negative energy.

Over the last 25 years, I have been a part of countless teams – as a follower, an observer, a coach, and a leader. As you’ve probably seen in your own experience, it’s remarkable (and frustrating) how quickly a team member’s lack of engagement (passive resistance) or critical spirit (active opposition) can derail a business meeting, planning time, or vision casting session. This is especially true when teams are small, your company is in early stage development, or when you are launching a new product or idea.

This passivity or push-back to the idea you just presented can hinder the path to seeing your vision fulfilled. 

So how can we get the most from our employees long-term and align them to our vision in the short-term?

We need to eliminate two obstacles.

These two things cause team members to under-perform and disengage:

Being overworked and being underappreciated.

I agree that more things can be added to this short list. But in tandem, these two will do the trick every time. Someone may be overworked, but extremely valued and recognized for her contributions. Often, this person doesn’t mind the long hours or the occasional packed weekend. On the other hand, an underappreciated coworker may have little responsibility and few late nights at the office. He may not mind the lack of appreciation simply because he is not sacrificing as much as more committed employees.

It’s this killer combo of too much work (long hours away from home and lots of travel) with little appreciation (lack of perks and little recognition) that sounds the death knell of productivity and engagement for an employee. 

So how can we keep this from happening? How can leaders eliminate these two obstacles? While countless books could be devoted to this topic, I’ll keep it ultra-simple.

Here are a few takeaways:

If you are leading a team –

Give feedback regularly.

Feedback shows that you notice, that you pay attention and that you have been watching. 

It communicates your engagement to the employee. If you can remember a coach or a teacher giving you praise and instruction when you were a kid, then you can imagine how much your positive feedback can influence your team members.

Your feedback doesn’t have to be fluffy or fuzzy every time. Employees want to grow, improve, and excel. Tell them what you need and how you see them achieving a specific goal. Let them know that you believe in them and give them constructive feedback if they are not meeting the mark.

Tell them when they are doing a good job. Recognize their contribution and reward them. Publicly acknowledge their effort in a team meeting. Pull them aside and tell them how impressed you are with their ideas. Show them how much they have contributed. Reward them for achieving their KPIs.

Take the time to write a note. This is often more powerful than a spoken word for two reasons: it shows you intentionally spent time on their behalf to praise them and a note is something they will keep - and read again and again. It will tremendously affect morale, productively and longevity. 

Ask your team for feedback

Be willing to hear how you can improve. You hired your employees for a reason – often, it’s because they can do a certain job/task better than you. Learn from them.

Leave your pride at the door. Don’t take it personally if there is not always 100% buy-in to your idea. Allow the collective wisdom of others’ experience to shape and perfect your own creativity and vision.

If you are on a team –

Tell your team leader what you need. Naturally, do this in a professional manner and in the appropriate context. In any relationship, we don’t always realize what our expectations are until they go unfulfilled. Be willing and confident enough to schedule a time to review these expectations with your supervisor.

Be patient. Change can take time. Typically, your boss is not “out to get you.” He or she wants you to succeed. Sometimes we need to remind them how to do this. If necessary, schedule another appointment to address your issues and expectations. 

For all of us –

Believe the best in others and give them the benefit of the doubt. If we expect the worst in others, then our own behavior and attitude towards them may contribute to a self-fulfilling prophecy about them. Instead, be the first to offer praise for a job well done. Give thanks and show your appreciation. Be willing to admit your mistakes.

Humility and gratitude are remarkably effective in bolstering morale and unifying team members. A humble and grateful leader is the kind of person I would gladly follow and a humble and grateful team member is someone I would happily lead.

If you would like to hear more about current trends and industry insights, you can reach me at: [email protected]