Hey...I'm back again to end the journey I've started. Well again we are speaking regarding the engagement of ourselves towards our job but this time, I am about to explain the points quoted in my PART 1 of the blog...
Let us go through again the areas to cover for today......
1. Using Emotional Intelligence
2. Building Relationship
3. Communication
4. Connection to Customers
5. Recognition
6. Freedom to Act
7. Developing Individuals & Teams
1. Using Emotional Intelligence
In this area, we are at the start of the 'emotion economy' era in which great leaders started to make their organization more effective and profitable by tapping the emotions of their employees and their own. We all know that human brains unlike computers at our workplace, inputing, processing the information and make logic based decision. The fact is human beings in the workplace are emotional first and rational second. Based on Daniel Goleman, his book back in year 1995, Emotional Intelligence define that engagement of employees towards their respective job as well as the engagement of the managers/leaders towards their team members could directly affect the quality of production and services. It is because human are touched with emotion than intellect.
In the field where quality of service matters the most, engagement indirectly have neurological effect towards emotion and indirectly improve the needs of the organization business. To most companies, we call this as 'soft skills'
Based on the world's research company Gallup Organization, who interview 10 million customers and 300,000 organization around the world . They manage to discover that there were links between employee opinions and attitude and business performance.
Question ourselves. "What conditions attract and keep top employees?" and "What attract and keeps loyal, profitable customers?"
2. Building Relationship
Great managers maintain strong, caring relationships with everyone on their teams. That’s a variance from the old approach, from the days when people believed everything in business had to be rational, and a manager would try to make employees see things management’s way. Today, great managers onsider employees’ views and ideas. They discuss employees problems honestly and help them see possibilities. They provide constructive direction.
3. Communication
Building true relationships requires true communication, the second of the six strategies. Coffman suggests great managers clearly define and consistently communicate goals and objectives. They also know that, in communication, one size does not fit all. Furthermore, they also do something poor managers don’t – they ask questions and they listen to the answers.
Communication consultant and author Roger D’Aprix suggests that every manager must answer these six employee questions to keep them motivated.
1. What’s my job?
2. How am I doing?
3. Does anyone care?
4. How’s my unit doing?
5. Where are we heading?
6. How can I help?
Think about your own organization. Are you answering those questions for your employees? Is someone answering them for you? Knowing the answers to those questions keeps us all engaged in our work.
4. Connection to Customers
The Gallup Organization discovered that engaged employees are highly likely to produce engaged customers. Great managers show employees how to develop connection to customers. They know what Gallup discovered, that satisfying needs and providing superior products are important, but customers form their opinions of a company based on how they’re treated.
Great managers help their teams see the many connections each employee has to the organizations’ customers and the chain reaction those connections create. They set high standards for customer care and embody them in their own style. They help employees see that there’s a point to what they are doing – and that customers recognize and benefit from that.
5. Recognition
Great managers also recognize the contribution of their employees in ways that are meaningful
to each individual. I once worked for a bank that had VIP reward cards managers could hand out to people who had done something particularly well. They were attached to air travel miles, so their value was more than symbolic. In talking with my group about the program,
I discovered that it would have more value to them if, rather than getting these VIP cards from me, they could earn the right to give them to other people in the organization who had helped them out in projects. For my team, the freedom to give someone outside our department a reward card was more rewarding than receiving one.
6. Freedom to Act
The fourth strategy for engagement, and one of the most powerful, is granting employees freedom to act. Excellent managers don’t “micromanage,” an unfortunate management style prevalent in less-than-great organizations.
Great managers define the desired outcomes, set a good example, and get out of the way, letting their employees use their innate talents and learned skills and knowledge to reach the goal.
If we return to my group at the bank, our job was to write the volumes of policies and
procedures for an organization of more than 50 thousand employees. These were in 26 fat blue binders and, organization-wide, took up acres of real estate. But the policy we developed for our department was one short sentence: “Know your customer and do what you think is best.” Our dream was to help make that the policy for the whole bank.
7. Developing Individuals and Teams
You can’t even dream of a policy like that unless your organization develops its individuals and teams, the sixth strategy for engagement. One of the best ways to do that is to work with people to help them recognize and develop their strengths. Then you give them jobs that use those strengths in service to their customers.
You don’t need to be very smart to recognize that people like doing what they’re good at. When
people love what they’re doing, they do it better. When that happens, competence meets confidence – and customers notice that something special is happening. When tasks are assigned based on people’s innate strengths, rather than the narrow confines of their job descriptions, it can pay off in a better customer experience, leading to customer loyalty and increased profitability.
Why all these matters to everyone is because..........Employing these rules of engagement costs you and your company nothing, in terms of cold, hard cash. It requires only concern, mindfulness, respect for everyone, and caring communication.
It can make your organization great. If it also makes your CEO rich, so be it
Taadaaaaa....thats all I have for Engagement at Workplace courtesy of the articles written by Ms Sue Johnston. It has been an amazing moments reading her article and enhance my management of people at my workplace.
****Sue Jonhston is Head Coach at It’s Understood Communication, a consultancy specializing in workplace communication. Her areas of research and consulting are employee engagement and emotional intelligence – and the communication that underlies both.
She can be reached at : sue@itsunderstood.com.
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