Leading with Trust

The 4 Unmet Needs That Lead to Disengaged Employees

4 Basic Human Needs for Engagement

Thanks to Tanmay Vora at QAspire.com for the sketchnote

Everyday the spirits of millions of people die at the front door of their workplace. There is an epidemic of workers who are uninterested and disengaged from the work they do, and the cost to the U.S. economy has been pegged at over $300 billion annually. According to a recent survey from Deloitte, only 20% of people say they are truly passionate about their work, and Gallup surveys show the vast majority of workers are disengaged, with an estimated 23 million “actively disengaged.”

This issue presents a tremendous challenge for organizational leaders. Even worse than dealing with the effects of people who leave your organization (studies show replacing employees can be 1.5 to 3 times their annual salary), you have to manage these disengaged workers who have decided to “quit and stay.” You’re still paying them to under-perform and ultimately undermine the effectiveness of your organization!

In conducting over 19,000 exit interviews of employees who voluntarily left their jobs, Leigh Branham, author of The 7 Hidden Reasons Employees Leave, identified four basic needs that weren’t being met that started people on the path to disengagement and ultimately quitting a job.

The Need for Trust — The number one priority for any leader is to build trust with his/her team members. Trust is the foundation of any successful relationship, and in the workplace it’s a non-negotiable if leaders desire to tap into the full effort and passion of their employees. Employees won’t give you their best if they don’t believe you have their best interests in mind. They will shy away from taking risks or making themselves vulnerable if they don’t feel safe and trusted. They expect company leadership to deliver on their promises, to be honest and open in communication, to invest in them, and to treat them fairly. The ABCD Trust Model is a helpful tool for leaders to understand what it means to be trustworthy and build trust with others.

The Need to Have Hope — I’ve had the privilege of meeting football legend Rosey Grier, a member of the “Fearsome Foursome” when he played with the Los Angeles Rams, and now a Christian minister and inspirational speaker. He said something I’ve never forgotten. When speaking about his work with inner city youth in Los Angeles, Rosey said “Leaders aren’t dealers of dope, they are dealers of hope!” So true…leaders are dealers of hope. We need to instill a sense of hope in the people we lead. Our people need to believe they will be able to grow, develop their skills, and have the opportunity for advancement or career progress. It’s our job as leaders to foster that hope and support our employees in their growth.

The Need to Feel a Sense of Worth — Despite its struggles and challenges, work is an intrinsically rewarding experience for people. We derive a tremendous amount of self-worth from our work, whether it’s something we’re employed to do or whether we volunteer our time and effort. Employees have a need to feel confident that if they work hard, do their best, and demonstrate commitment and make meaningful contributions, they will be recognized and rewarded appropriately.

The Need to Feel Competent — Employees need to be matched in jobs where their talents align with the challenges of the work. If the work is too simple, then it’s easy for people to lose interest and become disengaged. If the employee is in over his/her head and the work is too challenging, it can lead to discouragement and frustration. Leaders are on a constant quest to find ways to place employees in that sweet spot where they are challenged at just the right level. But it’s not all on the shoulders of leaders to do this work. Employees need to take responsibility for their own development and learn how to manage their motivational outlooks.

Employee engagement is a broad and complex topic, so much so that most leaders feel overwhelmed at how to make a meaningful impact. Focusing on ways to meet these four critical needs will lay the foundation for an environment where your employees develop and thrive in their roles.

Quit Trying to Motivate People and Focus on These 3 Things Instead

Got MotivationWhat if I said you were wasting your time trying to motivate your employees? Would you think I’ve committed leadership heresy? Would you say I’ve gone off the deep end and lost touch with the reality? Maybe I am a heretic. Maybe I have gone a little bit cuckoo.

But I’ll say it anyway. You’re wasting your time trying to motivate people.

The reality is people are always motivated. The question is not if they are motivated, but why. That’s the question my colleague Susan Fowler is imploring leaders to ask as they consider how to best lead their team members in achieving their goals and those of the organization. Susan’s recent book, Why Motivating People Doesn’t Work…and What Does: The New Science of Leading, Energizing, and Engaging, along with the training program Optimal Motivation, explores how leaders can help their people tap into the psychological needs that drive their motivations. Once you and your people understand why you do what you do, you can master the ability to choose a more positive and productive motivational outlook.

For too long leaders have relied on “carrot and stick” strategies to try to motivate employees. Because B.F. Skinner was able to get pigeons to turn around in circles by offering them food pellets, we assumed we could get people to perform specific behaviors by offering them their own version of food pellets: bonus checks, reward trips, certificates to hang on the wall, etc. That may work for the short-term and for rudimentary, repetitive kinds of tasks, but it won’t unlock the long-term passion and commitment of your people that leads to sustained engagement in today’s knowledge economy.

Rather than focusing on carrot and stick strategies that only address external motivation and short-term results, focus on these three psychological needs that help people tap into their deeper, sustainable levels of internal motivation:

Autonomy – It’s human nature to desire independence and to feel in control of our lives. That desire doesn’t stop at the office door. Help your people be clear on the goals they have to achieve and the boundaries they’re operating within and then give them the authority and responsibility to get the job done the way they see fit. As much as possible, engage them in designing the work systems, creating the metrics used to manage their work, and evaluating the quality of everything they produce. When people are in control of achieving the goal they take more ownership and use their discretionary energy to help the organization succeed. Helping employees develop autonomy is not “letting the inmates run the asylum.” It’s giving them the space and freedom within defined boundaries to manage their work with an ownership mentality.

Relatedness – We are hardwired to have interpersonal connections with other people to one degree or another. Your people are much more than worker drones showing up to do a job for eight hours. They are complex, rich, dynamic people with amazing life stories and the relationships they have at work are primary threads in the tapestry of their lives. Leaders can foster a sense of relatedness by encouraging people to connect on the job through mentorships, buddy systems, and activities that foster team morale. As the boss, make the effort to share more information about yourself and the organization to increase transparency and authenticity with your team. The Johari Window is a helpful model that illustrates how you can improve communication and build trust with others by disclosing information about yourself.

Competence – People have an innate desire to continually develop competence in their skills, talents, and abilities. Continuous growth and learning is critical to help people address the challenges and obstacles that come their way. Neglecting to develop the talents of your people is leadership malpractice. People who are ill-quipped to handle workplace challenges quickly become overwhelmed and give up, while those who are committed to ongoing development are able to flexibly adapt to changing business conditions.

Motivation isn’t something that a person either has or doesn’t have. Everyone is motivated in one way or another. They key question is “What is the quality of their motivation?” I have a belief that you can’t motivate anyone. It’s up to each person to choose their level of motivation. But what I can do is help create an environment that encourages and allows people to be optimally motivated.

If you’re interested in learning more about how to develop Optimal Motivation for yourself and others, join the free Leadership Livecast Motivating People Doesn’t Work…What Does? on February 25 or 26.

Ditch the New Year’s Resolution and Do This One Thing Instead

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Photo Credit: deathtothestockphoto.com

Admit it, you’re in trouble with your New Year’s resolution, aren’t you?

That’s okay, you’re not alone. Surveys show that just a few days into the new year, 22% of people have already broken their resolution, 11% have abandoned it altogether, and just 8% will actually keep their resolution the entire year.

So ditch the New Year’s resolution…go ahead, just do it. I give you permission. But do this one thing instead: choose a word.

One word.

A couple of months ago I spent a weekend at a men’s retreat with Jon Gordon and that’s where I learned the power of one word. Jon’s written a number of best-selling books including The Energy Bus, The Carpenter, and One Word, co-written with Dan Britton and Jimmy Page.

The concept is simple yet powerful. Spend time in solitude and reflection to determine one word that will provide focus, clarity, motivation, and purpose to your activities this coming year. Not a mission statement…not a phrase…but a word. Just one word.

The word applies to all dimensions of your life: mental, physical, emotional, spiritual, financial, and relational. Choosing one word forces you to think deeply about what’s important, not just what’s urgent. It forces you to consider the impact you want to have on others and how you want to feel about yourself when the year is done.

Jon would say the word chooses you as much as you choose it and that was true in my experience. The word I chose during the retreat, and that I’m carrying over to this year, is invest.

I’m in a new season of life where I want to invest in relating to my sons (22 & 18 years old) as adult to adult and not just parent to child. My children don’t “need” me in the same way as they have in years past and sometimes that hurts. Occasionally I find myself mourning the change in our relationship rather than celebrating the season we’ve come through. Invest reminds me to get out of the victim mentality and be active in creating new ways to relate to my children. You never stop being a parent; it just changes complexion over the years.

I want to invest in rediscovering my wife of 26 years and developing new aspects of our relationship. Since our lives are no longer driven by the activities of our children, new doors are open to us that have been closed in the past. I want to invest in personal friendships that have taken a back seat over recent years as my focus has been on family and career. I want to invest in my physical, emotional, and mental health by developing healthy and nourishing hobbies, like cycling and golf.

I want to invest in being a better leader at work, by making a positive contribution to the organization and helping my team members reach new levels of success. I want to invest in my spiritual life by developing more regular times of prayer, meditation, and reading Scripture.

Invest…just one word but multi-dimensional in implication and potential impact.

Life gets busy and we find ourselves occupied with the urgent circumstances that arise. It takes intentional effort to focus our energies and simplify life and the one word process can help in that regard.

So ditch your new year’s resolution, if you haven’t already done so, and choose one word instead. Leave a comment letting me know your one word and why you chose it. I know Jon would appreciate you tweeting him with your one word also.

Make 2015 a great year!

3 Warning Signs You’re Leading on Autopilot

AutopilotI often find myself driving my car on auto-pilot. No, my car doesn’t actually have autopilot (although Tesla is testing one that does!), but I’ll find myself mentally on autopilot. Since the vast majority of time when I drive I’m traveling the familiar journey to and from work, I’ll sometimes mindlessly start driving the same route even when I’m intending to go somewhere else!

Over the course of my leadership journey there have been times when I’ve found myself leading on autopilot. Using autopilot is a helpful and necessary tool for airplane pilots, but it’s deadly for leaders. Leading on autopilot is equivalent to “mailing it in” – you physically show up to do the job but your heart and mind are elsewhere.

Here are three warning signs you may be leading on autopilot:

1. Your to-do list is filled with low-impact tactical items – I’m not one to make a big difference between leadership and management, but one of the clear differentiators in my mind is that leaders initiate change and managers react to it. If you find your to-do list is filled with low-impact, tactical items that contribute more to the daily operations of the business, then you may be running on autopilot. Your to-do list should be focused on big picture, strategic items that could make significant improvements in your operations.

There is nothing wrong with having tactical items on your to-do list. Every leadership job has a certain element of administrative or operational tasks that must be handled. The key is the amount of time and energy you devote to the tactical versus strategic parts of your role. You can dedicate more time for strategic items by intentionally planning strategic thinking time on your calendar. Block out chunks of time on a regular basis to think and plan for the long-term needs of your business. Spend time talking to your customers, stakeholders, and other leaders in the organization to help you get a broad view of the landscape of your business. Do your best to take control of your calendar and don’t get trapped in firefighting all the urgent issues that cross your desk.

2. You find yourself in reactive mode all the time – Building on the previous point, leaders who run on autopilot often find themselves surprised by changing business conditions. The autopilot leader easily becomes oblivious to changes occurring around him until the nature of the situation reaches a crises point, forcing the leader to snap back to reality. This happens because the leader was content to react to change rather than initiate it. Leaders have the responsibility to survey the landscape and proactively make changes to position their teams to take advantage of changing conditions, not be waylaid by them. If you find that you are constantly reacting to issues raised by customers, other organizational leaders, or even your team members, then you’re probably being too passive as a leader and letting circumstances dictate your actions. Instead, focus on being proactive and trying to shape those situations to your advantage.

3. You get upset when your routine is disturbed – Routine has the potential to be quite good. It can create powerful habits that lead to effectiveness over a long period of time. However, routine equally has the power to be bad. Taken to extreme, routine becomes complacency. Most people prefer some sort of routine, whether minimal or quite elaborate. We’re creatures of habit and it’s a normal part of our makeup. However, we have a problem when we’re more emotionally and mentally invested in preserving our routine at the expense of adapting our leadership methods to accomplish the goals of our organization. One of the most important competencies for leaders in the 21st century is adaptability. The pace of change continues to accelerate year after year and only adaptable leaders will survive while complacent leaders will be left behind. If you find yourself getting perturbed or exasperated because your routine is being messed with, you may have been running on autopilot too long.

Running on autopilot is great if you’re a pilot, but it’s a bad idea if you’re a leader. Instead, find yourself copilots who can shoulder the burden with you. Leadership doesn’t have to be, and shouldn’t be, an individual sport. Today’s business landscape and organizations are too fast-moving and complex for one person to lead by him/herself. Surround yourself with capable leaders and team members who can fly the plane with you and you’ll find you won’t have any need for leading on autopilot.

Leaders Must Identify the Place, Clear the Path, and Set the Pace

bigstock_Sunrise_4172670If you think you’re leading and no one is following,
then you’re only taking a walk.

Leadership is about going somewhere. It’s about getting a group of people to mesh their talents, work together, and move from point A to point B. In order to do that, leaders need to identify the place, clear the path, and set the pace.

Identify the Place – Leaders need to identify where the team is headed. It may be a specific destination, a particular goal, an ideal to strive for, or a vision of the future state the team or organization is trying to achieve. Regardless of what the “place” is, your team needs to know it and you need to identify it. If the leader doesn’t identify the place, the team will wander aimlessly wasting time, energy, and resources on misguided activities. There is a scene from Alice in Wonderland that captures the danger of not having the “place” identified. On her journey Alice encounters the Cheshire Cat and asks him, “Would you tell me please which way I ought to go from here?” “That depends a good deal on where you want to get to,” said the Cat. “I don’t much care where–,” said Alice. “Then it doesn’t matter which way you go,” said the Cat.

Clear the Path – Once the place has been identified, leaders need to clear the path. The path is the “how” – the strategies, tactics, and goals the team is going to employ to reach its destination. A common leadership pitfall is thinking that identifying the place and declaring the grand vision of the future automatically means people will know how to get there. Identifying the place is the easy part; clearing the path is where the hard work takes place. Leaders need to get their hands dirty by working alongside their team members to develop project plans, chart milestones, clarify roles and responsibilities, and monitor progress along the way. Clearing the path is easier when more people are involved so engage your team in developing the battle plan. Those who plan the battle are less likely to battle the plan.

Set the Pace – Leaders set the pace for the team. How fast or slow the team moves will largely be up to the tempo the leader sets from the front. But setting the right pace takes good judgment and discernment. Move too fast and you burn people out. Move too slow and your efforts fail from lack of momentum. Leaders need to make sure team members know the pace of the race. Is it a sprint, a marathon, or something in between? One of the primary reasons organizational change initiatives fail is leaders try to move too fast. Leaders, by their very nature, are often moving faster than the average team member, and they assume that everyone moves (or at least should move) at the same speed. Make sure you set the right pace so your team can keep up and finish the race strong.

The place, path, and pace. Identify it, clear it, and set it.

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