Managers who see their people as objects to achieve a personal objective rather than as people who have fears, hopes, goals and dreams. To view other human beings as nearly a means to a end, rather than as ends in themselves is profoundly immoral.
“People don’t care how much you know until they know how much you care.”
A manager of a large organisation refer to his staff when they heard that many of his people where unhappy and considering leaving. Their comment was "why dont they just leave then!" This puzzled me while I thought about both sides of the situation, "Why dont they just leave then?" and "Why dont you care that people are wanting to leaving?"
What is it thats stopping the people from leaving? Pay, conditions, people, comfort-zone, the unknown, habit, the organisation...
And why doesn't the manager care if people are wanting to leave?......
People join a company for many reasons. Perhaps the vision of the organization resonates with them. Or they believe the company holds great opportunities for them. It could be the financial package been offered. Or they admire the company’s leaders.
But when someone leaves an organization, chances are they have something in common. Their desire to leave and go to “greener pastures” is often motivated by the need to get away from someone.
The reality is that the leader is often the root of this person wanting to leave. The company does not usually do anything negative to them to make them consider leaving. People do…
So what type of people do employers quit?
1. People quit People who devalue them.
We all want to feel appreciated. Regular positive feedback makes people feel appreciated and valued. They feel as if they are contributing to the organization and they have a sense of value. Its impossible to add value to someone we devalue! Find the value n the people who work for you. Praise them for there contribution.
2. People quit people who are untrustworthy.
Trust in a leader is essential if people are going to follow that person over time. People must experience the leader is believable, credible and trustworthy. Trust is established when words and deeds are congruent. People loose trust in their leader when they display the following:
• Acting inconsistently in what they say and what they do.
• Seeking personal gain above sharing gain.
• Withholding information.
• Lying or telling half-truths
• Being closed-minded.
The best way for a leader to maintain trust are:
• Maintain integrity.
• Openly communicate their vision and values.
• Show respect for fellow employees as equal partners.
• Focus on shared goals more than their personal agendas
• Do the right thing regardless of personal risk.
Building and maintaining trust as a leader is a matter of integrity and communication. If you don’t want people to quit you, you need to be consistent, open, and truthful.
3. People quit people who are incompetent.
Everyone wants to feel that their leader can handle the job. Leaders need to inspire confidence, and they do that, not with charisma, but with competence. When leaders are incompetent they take the focus from the vision of the organization and place it on themselves. Productivity declines, moral suffers and positive momentum becomes impossible. People naturally follow leaders stronger than themselves. If this is not the case they quit and find someone else-somewhere else.
4. People quit people who are insecure.
Some leaders desire for power, position and recognition comes out in an obvious display of fear, suspicion, distrust or jealousy. Exceptional leaders develop their people and work themselves out of a job. Insecure leaders don’t train or coach their people to reach their potential and be more successful than they are. If they see someone working to overtake them they see this as a threat. People want to work for leaders who fire them up, not people who put out their fire. They want mentors who will help them reach their potential and succeed.
1. Take responsibility for the relationships you have with others.
2. When people leave do an exit interview and discover the reasons why they are leaving. Its always difficult to move forward in darkness.
3. Put a high value on those who work for you. It’s wonderful when people believe in their leader, it more wonderful when a leader believes in the people.
4. Put the 4 H on top of your leadership list.
5. Recognize that your positive emotional health creates a secure environment for people.
6. Nurture peoples passion for personal growth
One of the worst things that can happen to a organization is that it starts to loose its best people. When this happens, don’t blame it on the company, the market, the economy or the competition. Blame it on the leader
People quit people not companies.
“Commitment in the face of conflict produces character.” ~Unknown
We all face obstacles in pursuing our goals, whether they’re professional or personal.
We think we’re on the right track but realize we’ve chosen the wrong approach. We’re enthusiastic and hard-working, but our support system disintegrates when we need them the most. We’re just about to make significant progress when we run out of time or funding.
Tenacious as we may be, we all have our breaking points—that moment when the potential rewards stop justifying the effort. Usually that’s the hump that separates your best shot and your best reality.
Before you throw in the towel and go back to something safe and far less taxing, ask yourself the following questions:
• Why did you want to pursue this goal to begin with—and has anything changed?
You had a good reason for committing to this plan. Odds are you still want those things as much as you did before; you just stopped believing you could have them because your attempts have yet to yield results. Now you have to ask yourself: If you push through the discomfort, will it be worth it in the end?
• Have you been operating with too much information?
With so much information at our fingertips on the good ole World Wide Web, it’s easy to overwhelm yourself with more knowledge than you can apply. You read e-books and blogs, participate in teleconferences and coaching sessions, and join user forums to talk about getting things done.
One of two things happen as a result: you spend more time planning to act then acting; or you devote minimal energy to multiple plans instead of committing to one solid approach. Instead of drowning in all the data, why not narrow it down and start again from a less overwhelming space?
• Did you set a smart goal? SMART goals are:
Specific—you know exactly what your world will look like when you achieve this goal.
Measurable—you have a specific plan to mark your progress as you go.
Attainable—you have the attitude and aptitude to make your goal reality.
Realistic—you’re willing and able to do the required work.
Time-bound—you’ve set a concrete timeframe for completion to create a sense of urgency.
If you didn’t set a SMART goal, you may have set yourself up for failure. How can you possibly make something happen if you don’t know exactly what you want, or didn’t really believe you could do it? Are you really willing to walk away when you didn’t give yourself every opportunity to succeed?
• What’s the worst that will happen if you keep going and don’t reach your goal?
Often when I want to turn around it’s because I’m afraid of failing—afraid other people will be disappointed in me or judge me, or afraid I’ll have wasted my time. In all reality, no one ever judges us like we judge ourselves; and we always grow and learn through the process of striving, regardless of what we attain.
If you don’t keep going, you’ll never know how far you could have gone, and you’ll miss out on being the person you’d become through the effort itself. If you do keep going, well, it’s like this quote: “Shoot for the moon, for even if you miss you’ll land among the stars.”
• Are you acting on impulse or emotion instead of thinking things through?
Sometimes our emotions give us hints about what we want and what we should do, but other times they’re just responses to stress, and maybe even indications we’re on the right track. If you act in that moment of intense emotion—be it anger, fear, or frustration—you may regret it once the wave has passed.
So sit back. Take note of what you’re feeling. Feel it fully, without judging it or yourself. Then act when you’ve gotten to the other side. At least then you’ll know you made your decision in a moment of peace and clarity.
• Would you enjoy giving a loved one the honest explanation for why you gave up?
And I mean honest. Would you like telling your son, I stopped trying to quit smoking because cigarettes are more important to me than having more golden years to spend with you? Would it be fun to tell your mother I decided not to go to school because I’d rather spend all my time with my girlfriend of three months then prepare for a career that will ensure I won’t end up jobless and homeless?
If you lay out it out like this, odds are you’ll realize you had a really good reason for doing this difficult thing, and no matter how challenging the process is, it’s worth plowing ahead.
* Would your life be better if you gave up on this goal?
This may not sound motivational, but sometimes giving up is actually good thing. Perhaps you set a completely unrealistic goal, and its pursuit is filling you with a constant set of inadequacy and anxiety. Or maybe the goal isn’t in yours or your family’s best interest, and it’s better to get out before you invest so much time it’s near impossible to walk away.
You could easily use this as a justification to delude yourself, so think about it carefully. Is this goal really a good thing, when you weigh all the consequences of its fulfillment?
* How much have you already put in?
A concept studied in social psychology called “the sunk cost principle” indicates the more we’ve invested in something, the less likely we are to prematurely walk away.
How invested are you? How much money and time have you devoted? How many sacrifices have you made? Are you really willing to chalk it all up as a loss because you’re not feeling confident in your abilities?
* What would you tell someone else if they were in your shoes?
Would you tell your best friend to throw in the towel because he/she can’t possibly reach her goal? Or would you practice your finest motivational speech and help her see what you see in her potential? Unless you’re secretly a frenemy who hopes she fails in life odds are you’d push her to be her best—so why not push yourself?
It may sound kind of cheesy, but you need to be your own best friend. You, more than anyone in this world, deserve your belief and motivation.
If you’ve gone through all these questions and still feel resolute about the decision to give up, you have my blessing to abandon your goal. (Bet you feel so relieved!)
If you don’t—if there’s some lingering doubt—keep working toward that dream that fills you with passion. Take a different approach if you need to. Enlist new assistance. Scale back your time commitment to something you can more easily maintain. But whatever you do, don’t give yourself a reason to one day utter the words, “I quit because I was scared.”
It's been said that our potential is God's gift to us, and what we do with it is our gift to Him. But our potential is probably our greatest untapped resource. Why? We can do anything, but we can't do everything. Many people never really dedicate themselves to their purpose in life. They become a jack of all trades, master of none - rather than a jack of few trades, focused on one.
Here are four principles to put you on the road to growing toward your potential:
1. Concentrate on one main goal. Nobody ever reached their potential by scattering themselves in twenty directions. Reaching your potential requires focus.
2. Concentrate on continual improvement. Commitment to continual improvement is the key to reaching our potential. Each day you can become a little bit better than you were yesterday.
3. "We can't gain any momentum moving toward tomorrow if we are dragging the past behind us." Maybe you've made a lot of mistakes in your life, or you've had an especially difficult past. Work your way through it and move on.
4. Focus on the future. You can become better tomorrow than you are today. As the Spanish proverb says, "He who does not look ahead remains behind."
The ability to find another's seed of success takes commitment, diligence, and a genuine desire to focus on others.
I believe every person carries the seed of success. Every person is craving to become the best that they can be. The ability to find another's seed of success takes commitment, diligence, and a genuine desire to focus on others. You have to look at their gifts, temperament, passions, successes, joys, and opportunities. And once you find that seed, you need to fertilize it with encouragement and water it with opportunity. If you do, the person will blossom before your eyes.
Raising people to a higher level and helping them be successful is more than just giving them information or skills. The good news is that when you understand some basic concepts about people, it opens the door to your ability to develop others.
Remember . . .
•Everyone wants to feel worthwhile.
•Everyone needs and responds to encouragement.
•People are naturally motivated.
•People buy into the person before buying into their leadership.
•The more you understand people, the greater your chance of success in mentoring.
Don't be a old school manager, Bullying and threatening employees that they will loose their job are not effective, they are demotivating and demoralizing.
Give people a purpose, set goals and delegate tasks with them, coach them every week and give them feedback about the performance.
Find their seed through weekly one on one's and have professional loving relationships with your people.
A goal will never be achieved if an action plan is not put into place, whether it is created by management or with the help of employees. Without a plan, even the most effective of goals quickly turns into wishful thinking. For example, a goal to raise sales by 25% over the next 12 months will not be achieved simply by telling salespeople to ‘sell more’ without any additional support or planning.
When set well, goals can be an invaluable tool to motivate higher staff performance and productivity. Goals provide employees with a challenge to work towards whilst focusing their efforts on what matters. On the other side, goals help employers manage performance, set expectations and reward staff for contributing where it’s needed most.
When setting goals, leaders must carefully consider how to ensure they are achievable, well-planned and supported, to avoid damaging staff morale and performance.
If your team members believe in the goals of the team and begin to develop genuine trust in one another, they will be in a position to demonstrate true teamwork. Notice that I mention the team members will be in a position to demonstrate true teamwork. That does not necessarily mean that they will do it.
For there to be teamwork, several things must happen. First, team members must genuinely believe that the value of the team's success is greater than the value of their own individual interests. Second, personal sacrifice must be encouraged and then rewarded-by the team leader and the other members of the team. As this happens, the people will identify themselves more and more with the team, and they will recognize that individualism wins trophies, but teamwork wins pennants.
_Leaders who insist on making all the decisions often find themselves with disengaged employees. If people aren't taking charge in your organization, your leadership style might be the problem.
If you have an overly directive approach, take a step back. Acknowledge your failings with your team. Share your personal and organizational goals. Then, admit that you don't have all the answers and you need your team's help in reaching those goals. This will give your people room to actively participate in the organization's success. This act of humility is often seen as courageous and inspires others to follow suit.
_ “They just don’t understand me!” This is one of the most popular excuses from employees that are having trouble creating impact and influence in the workplace. In fact, most employees who say that are just tired of a workplace culture that does not encourage them to share their individuality.
Today’s employee wants to engage in a more meaningful and purposeful way. They want to throw titles and corporate speak out the door. They want a more genuine environment where people can share their concerns about the business, their personal struggles and ways to collectively solve problems. Workplace silos, the politics of leadership and the fight for recognition make it difficult for these employees to be productive.
We all experience similar challenges in the workplace, just in different forms. Everyone is hurting, but most are scared to share it because they believe this will disrupt any momentum they have. The trick is to connect with your colleagues in ways that promote transparency and unity. People must learn how to feel comfortable about sharing more about themselves; their personal selves. I have learned that when people know your personal backstory they approach you more respectfully. Your colleagues become more aware of what really matters to you and will find ways to integrate your heart into your work. I have also learned that when this approach doesn’t work, you won’t fit into that culture.
Everyone has a backstory. Unfortunately, most people feel that if they disclose it, it will weaken them. In fact, the reverse happens because all our stories overlap – and those parts that we share connect us. Why do you think small groups and online communities have become so popular? In today’s world, people want to connect with others in ways that matter equally to their hearts, and their heads.
Here are (6) personal traits that will help you accelerate your influence at work:
1. Your Goals and Aspirations:
Let others know about what you strive to become, where you are headed and / or what path you desire to take in your career. It’s ok to be open about what you long for. Discussions about goal setting are always enlightening and create great dialogue. They connect people in profound ways that bring them closer together – and that help people work more strategically with one another.
Perhaps you are in middle management and your goal is to lead a business division in your organization. Not only can the right succession plan be put into place, but maybe you can be assigned as the next employee resource group (ERG) leader that will offer you the experiences and exposure that will be required to reach your ultimate goal.
2. Your Heritage:
Don’t ever assume that others know your cultural background based on your name alone. In fact, even if they can figure it out, they may not understand the nuances of your culture. Your heritage defines your customs, attitude and outlook. It represents your roots and most likely how you were raised. It helps others understand how you are wired as a leader, decision maker and individual.
For example, if you are from South Korea and are actively involved in your community, you are well versed in the desires and market trends of your culture. Based on how you share this trait with others, there can be an opportunity to work with as an advisor to your organization’s multicultural marketing department.
3. Your Passion:
What excites you most? Share it with others. This cultivates an interesting dialogue because it touches the core of what fuelsyou and gets you going each day. Your passion defines the magnitude of the impact you seek to create. While you may surprise some people, it may get you closer to the next opportunity in your organization. Believe me, I always find ways to align the passion of my employees with their responsibilities.
Coaches can be great mentors. I remember that one of my managers was passionate about being a high school baseball coach. After he invited me to a few games I realized that he would be a valuable asset to our organization’s mentoring program.
4. Your Adversities / Struggles:
This one is delicate, but necessary. We have all faced hurdles in life and it amazes me just how much we all have in common when adversities are shared. How you can contribute to your organization by utilizing the lessons learned from your experiences with adversity can make a big difference.
Like many of us who have aging parents, caring for elderly is challenging. But over time you acquire patience and an aptitude and spirit of wanting to help others. This experience can help you serve as small group leader to others that share the same struggle in your organization; but also gives you the opportunity to support your company’s corporate social responsibility (CSR) initiatives.
5. Your Family/ Childhood:
Talking about your parents and/or siblings will give your colleagues a broader understanding of who you are and what you represent as an individual. Your family defines your fabric and materials that influenced your upbringing.
That is why your childhood can help others learn a lot about your perspectives. For example, I grew up in a small town called Azusa, in Southern California. Because my father worked at the Miller Brewing Company just down the street he would come home for lunch every day and I was able to spend a lot of time with my Dad, especially during the summer, where he would share stories about the impact of his immigrant past and his experiences in Cuba before Castro.
Perhaps now you know why I write about the immigrant perspective.
6. Your Hobbies
What you do outside of work fuels your heart and soul. Whether it’s your desire to play an instrument or give back to your local community. Share what drives you in ways that others don’t know about. I remember I had a boss that played the guitar. I also knew of (3) others in my work that played instruments and they formed a band that performed for the organization.
These (6) personal stories represent the real you: why you think, act and innovate the way that you do. Open your mind to seeing beyond the obvious ways to create influence in your work. By sharing your personal stories, the impact that you can have on those around you will be greatly magnified.
It is necessary for managers to consider the importance of motivation because it stimulates employee behaviour to achieve organisational goals. In many ways, employees’ motivation (and performance) provides the firm’s day-to-day support for competitive advantage. Motivation sustains our behaviour; keeps it systematic; and it assembles and concentrates our intentions to achieve the goals we value. Managers who ignore established principles of motivation will foul up their operations because they will fail at the crucial task of linking the firm’s goals to the behaviour of their employees.Work motivation is referred to as the direction, effort and persistence of employee behaviour on the job. The direction of behaviour reflects an employee’s actions which he thinks will result in task performance.
Performance implies evaluation after it occurs and therefore it suggests the presence of some sort of measuring system. Motivation, on the other hand, is only one of several psychological (internal) states that influence performance.
Motivation can be broken into five levels of need.
Unsatisfied employee needs at all levels lead to undesirable outcomes at work because they create experienced inequity for employees. In turn, this produces job dissatisfaction, absenteeism, quitting, sabotage, and ineffective work relationships.
People have a need to grow and develop their full potential, and consequently, they believe that promotions lead to greater need satisfaction. Therefore, career management, mentoring programmes and training and development all support self-actualisation.
Higher-order needs are never fully satisfied.
Committed employees are much less likely to leave their jobs and they are less likely to be absent from work.
Once employees identify with the goals and values of the organization, they are less likely to leave, even when they experience periods of job dissatisfaction. More committed employees perform better and they usually expend more effort to find creative ways to be productive. They set more ambitious goals when they participate in goal setting.
Finally, committed employees adopt the goals and values of the organization in personal terms. This means that committed employees are strong advocates for the products, services and policies of their employers. Clearly, many of these valuable outcomes are at risk in organizations that attempt to improve their competitiveness by downsizing rather than by making investments in training and development to deepen employees’ job skills.
The questions many have is "How Can Managers Raise Organizational Commitment and Job Involvement?"
1. Demonstrate that they honestly care about their employees’ welfare. Often, managers are too busy to demonstrate much concern for employee welfare beyond creating safe working conditions. Both commitment and involvement depend on a durable strong, positive personal connection between the employee and the firm’s actions. If these actions address employee welfare in conjunction with challenging tasks and participation, commitment and involvement will both form.
2. Create opportunities for employees to achieve their personal goals. If a competent employee wants more responsibility, perhaps to increase his chances for promotion, the manager should redesign the employee’s job to make it more meaningful and challenging.
3. Modify jobs so employees can experience more intrinsic rewards. Many employees want more personal control over their work. An effective manager provides opportunities for employees to participate in decision-making to fulfil these needs.
4. Find ways to reward and interact with employees regularly. If managers are unavailable when employees encounter task problems, then both work attitudes are less likely to form. Further, if managers only appear when problems surface, employees come to associate them with negative outcomes like punishment and criticism; neither of which obtains commitment and involvement.
5. Set goals with employees and be sure that some of them are personal development goals valued by the employees. Not only should managers explain the importance of goals, but they should actively encourage the development of managerial competence in their subordinates.
The power of expectation settings is well established: Expect your people to succeed and they will do so. Expect them to fail and they will fulfill your expectations completely. They rise or fall to the standard of expectations.
Effective expectations is about setting the right psychological contract between the leader and the team member. This agreement as variouse elemnets on the leaders side and on the team members side.
The Leaders side of a agreement is:
If the team members feel involved in agreeing and setting expectations, they are much more likely to feel committed to them.
Expectation setting should always be a two-way process.
Setting effective objective to guide your team and organization is very important for leader to get right. Badly formulated objectives will steer an organization in the wrong direction.
Below approach to achieving SMART Objectives and Goals.
Google sets impossible bodacious goals… and then achieves them.
The engineering mindset of solving the impossible problems is part of the culture instilled in every group at Google.
-Don Douge, Developer advocate at Google.
The Google goal setting process happens in a 90 day cycle…
Every quarter every group at Google sets goals, called OKRs, for the next 90 days. Most big companies set annual goals like improving or growing something by x%, and then measure performance once a year. At Google a year is like a decade. Annual goals aren’t good enough. Set quarterly goals, set them at impossible levels, and then figure out how to achieve them. Measure progress every quarter and reward outstanding achievement.
The following observations and insights with the goal-setting process at Google:
GOSPA is a business planning and performance management methodology that aligns actions within an organization.
GOSPA gives management a structure for business planning, change, restructuring, measurement and consistent communication.
For goals to be most effective they must encompass all four dimensions of life.
They are: Body - Mind - Heart - Spirit.
Each of these dimensions are integrated into success of achieving your goal.