A month back, I conducted a workshop on Tips and Tricks To Engage Employees. The focus of this workshop was employee engagement using a neuroscience perspective.
While discussing the neuroscience aspects, one of the points I highlighted was the importance of leaders and managers recognizing the strengths of the people who work with them in their teams or organizations. Strength is the key binding factor in providing certainty, feeling that we have the power of choice in what we do and being recognized for our talents because we operate from our area of strength. It provides the endorphin to help our brain move towards an engaged and reward state.
One of the participants had a view that in some industries only command and control works and there is no time, especially given the deadlines, for recognizing strengths or working on creating an environment of Certainty, Recognition, Choices or Connection. An interesting discussion ensued in the workshop once this comment was made.
One of my coaching clients during one of her earlier sessions was sharing her challenges at her work place. She has been with her organization for eight years and she was describing how the head of the business was a very tough
“Appreciation is a wonderful thing. It makes what is excellent in others belong to us as wellâ€Â ― Voltaire
Employees who feel valued are more likely to be engaged in their work and feel satisfied and motivated.
Employee turnover is a significant cost to any firm. Retention is a big issue. Typically people stay because jobs are hard to find or get. When things open up the “best people" leave. This leaves performance and productivity holes in the Company. According to a survey by the American Psychological Association (APA), feeling valued is a key indicator of job performance.
You get the right people on the bus ( refer my post on Marcus Buckingham Alert for Talents) but equally important is retaining the good talent so that they don't get off the bus. How do you retain your good people?
Does everyone know what is expected of them. Do they have a clear and concise description of the job and the expectations from them to deliver the job.
You are what your talents and values are. Do you allow your people to develop their talents ? Do you give them opportunities to take advantage of the multiple skills your people possess.
Do you provide the necessary tools and
Joanne sits back in her chair deep in thought. She is concerned about her daughter Maria who has become very withdrawn, agitated at times and losing interest in whatever she is doing. She has two daughters Ann and Maria who are identical twins. She thinks back on the training and the access to facilities that she has given both her daughters. They have always been given the same training no matter in sport or any other field. Yet, Ann has been a consistent performer and enjoys whatever she does. Maria on the other hand seems disinterested in any of the activities.
Maria has an innate talent to sing, to write poetry, to draw and she enjoys the few moments in her day when she does what pleases her inner soul. She has no interest in dance, swimming or learning the various languages. She forces herself to go to classes with her sister since her mom wants her to.
How many of you have been in a similar position?
Or as parents not recognized the innate talents of your children ?
How many of us in our organizations have not been recognized for our strengths and our innate talents?
How many of us have left our
