{"id":10506,"date":"2016-07-12T01:59:42","date_gmt":"2016-07-12T06:59:42","guid":{"rendered":"https:\/\/trainingmag.com\/are-your-leaders-bringing-the-energy\/"},"modified":"2016-07-12T01:59:42","modified_gmt":"2016-07-12T06:59:42","slug":"are-your-leaders-bringing-the-energy","status":"publish","type":"post","link":"https:\/\/trainingmag.com\/are-your-leaders-bringing-the-energy\/","title":{"rendered":"Are Your Leaders Bringing the Energy?"},"content":{"rendered":"<p>Plans to expand across the globe. A laser-like focus on double-digit growth. Aggressive strategies to drive innovation, attain a dominant market share, or contain costs. Organizations differ in what they are trying to do and where they are trying to take their business. But none are successful unless they have engaged employees.<\/p>\n<p>The quest for engaged employees evokes questions such as:<\/p>\n<ul>\n<li>Are people showing up energized and ready to work?<\/li>\n<li>Are people feeling hopeful about the future?<\/li>\n<li>Are people bringing their best effort to the table?<\/li>\n<\/ul>\n<p>And having engaged employees isn\u2019t enough. You also need to retain them, a reality that elicits questions such as: Are employees happy enough to stick around? Or are you always looking for new people?<\/p>\n<p>There are hundreds of studies showing groups with highly engaged teams are more profitable and productive (based on their stated business goals), have more satisfied customers, and suffer fewer accidents. What\u2019s more, losing, replacing, and then training new employees costs businesses and the global economy billions of dollars every year. But the cost to the economy is not the hot issue here.<\/p>\n<p>No organization can afford a culture where unhappiness thrives. Nor can their leaders\u2014at any organizational level. This also goes for new leaders who may lack the perspective and skills to make engagement and retention priorities as they settle into leading a team for the first time.<\/p>\n<p><strong>THE POWER OF THE LEADER<\/strong><\/p>\n<p>It\u2019s tempting for first-time leaders to think they don\u2019t have much power to keep employees from jumping ship for other jobs or companies. And to a certain extent, that\u2019s true. Some overarching features that attract talent\u2014such as the company mission and strategy, benefits, and other perks\u2014are out of the hands of individual leaders. But according to a 2014 study by The Conference Board, Deloitte, and Sirota, the opposite is true: \u201cLeaders who are expected and empowered to build engagement\u201d was among the factors that defined highly engaged organizations.<\/p>\n<p>When people show up for work feeling strong and full of enthusiasm, they develop a loyalty that makes them want to push through obstacles, bring new ideas to the table, and do their part to help the company meet its goals. And they stick around. This reality puts leaders in the driver\u2019s seat in a meaningful way. By authentically speaking to the hearts and minds of their team and colleagues, leaders are more likely to drive higher levels of commitment, energy, and loyalty. Indeed, it\u2019s an important truth: Few people leave a job; they leave a leader.<\/p>\n<p>Consider this all-too-familiar story we heard from a former data analyst named Tara excerpted from my book, \u201cYour First Leadership Job,\u201d cowritten with Rich Wellins, Ph.D.:<\/p>\n<p>It wasn\u2019t until my third week on the job that I realized my manager didn\u2019t remember my name. Worse, he thought I was someone else. Sure, we were both women and had blonde hair, but that was where the similarity ended. By the end of the second month\u2014and eight excruciating staff meetings later\u2014it was clear he didn\u2019t know who any of us really were or what we were doing. And he didn\u2019t care beyond the reports we filed. I was gone before the ninth staff meeting.<\/p>\n<p>Engaged employees find meaning in their work and know they are growing and developing. This wasn\u2019t the case for Tara. A leader\u2019s job is to create the best environment for that to happen. To create that environment, leaders need the skills to continually identify how to keep their people engaged before they lose their drive. A common description of leadership is getting work done through others. Engagement is the way leaders do that.<\/p>\n<p>Here are three examples of how leadership and engagement are intertwined:<\/p>\n<ul>\n<li>When a leader delegates tasks with an eye to helping teams develop, those people have a real chance to gain experience and grow their skills.<\/li>\n<li>Leaders must focus on the why whenever they can. When they share the connection between the tasks people do and the company\u2019s goals, team members see where they fit into the big picture. Explaining the reasons behind something employees consider routine\u2014such as a monthly report\u2014helps people understand why their role is valuable to the greater whole.<\/li>\n<li>When leaders get good at coaching people along the way\u2014before there\u2019s a problem\u2014those people feel valued, protected, and ready to take on the next challenge.<\/li>\n<\/ul>\n<p>The single highest driver of employee engagement is whether or not workers feel their managers are genuinely interested in their well-being. But as Mark C. Crowley points out in an article on Fast Company\u2019s Website, only about 40 percent of workers actually believe that to be true.<\/p>\n<p><strong>WHAT DRIVES ENGAGEMENT AND RETENTION<\/strong><\/p>\n<p>When people are empowered and passionate about their work, their productivity, morale, and, ultimately, business performance increase significantly.<\/p>\n<p>Leaders can increase employee engagement by addressing three factors that get to the heart of what matters to people and their job satisfaction. We\u2019ve found these categories to be largely true for most humans, regardless of generation, gender, job type, race, nationality, or geography.<\/p>\n<p>We call them engagement and retention drivers, and they are fairly straightforward. They are:<\/p>\n<ul>\n<li>Individual Value\u2014I\u2019m appreciated and encouraged to grow.<\/li>\n<li>Meaningful Work\u2014What I Do Metters<\/li>\n<li>Positive Environment\u2014This is a great place to work.<\/li>\n<\/ul>\n<p>Part of a leader\u2019s role is to help his or her people identify their source of job and career satisfaction. Through an ongoing series of engagement conversations, leaders can help their people make the connection between what fulfills them and the work they do. Then it\u2019s up to the leader to create an environment where team members can thrive and grow by overcoming any obstacles they might be experiencing.<\/p>\n<p>One area where new leaders can get tripped up is that they can fail to understand each person on the team might need something different from the leader in order to be successful. Understanding the engagement drivers can help with that.<\/p>\n<p>The figure below lists the drivers, work values they represent, and a list of questions you might ask your team members during individual engagement conversations.<\/p>\n<p><img decoding=\"async\" alt=\"\" src=\"https:\/\/trainingmag.com\/wp-content\/uploads\/2020\/12\/soapboxbynhamgraphic.jpg\" \/><\/p>\n<p>\u00a0<\/p>\n<p>\u00a0<\/p>\n<p>\u00a0<\/p>\n<p>\u00a0<\/p>\n<p>\u00a0<\/p>\n<p>\u00a0<\/p>\n<p>\u00a0<\/p>\n<p>Front-line leaders have a direct influence on every one of the drivers just mentioned. Not only that, but they are also personally influential. Their people naturally look to them to provide direction and support for day-to-day work. But they also need their leaders to recognize their unique needs, capabilities, and potential. The leader\u2019s voice will set the tone for the entire group.<\/p>\n<p><strong>The Employee Engagement Spectrum<\/strong><\/p>\n<p>When it comes to their level of engagement, employees fall into one of three categories. By building an energetic environment that enables employee engagement, leaders can help ensure their team members stay in the \u201cengaged\u201d category.<\/p>\n<p>The <strong>ENGAGED <\/strong>employee is positively charged, passionate, optimistic, and brimming with ideas.<\/p>\n<p>The <strong>STUCK <\/strong>employee operates in neutral, is checked out, has low energy, and does the bare minimum, but isn\u2019t leaving. He or she slows everyone else down.<\/p>\n<p>The <strong>DISENGAGED <\/strong>employee is negatively charged, complains, spreads discontent, and causes conflict. He or she typically leaves, often with a bang.<\/p>\n<p><em>Tacy M. Byham, Ph.D., is CEO of Development Dimensions International (DDI). A passionate speaker, she shares her personal journey and the collective wisdom from DDI\u2019s experience across 26 countries to explore what it means to #LeadLikeAGirl and unleash the confidence and potential of women. She is co-author, with Richard S. Wellins, Ph.D., of \u201cYour First Leadership Job: How Catalyst Leaders Bring Out the Best in Others\u201d (Wiley, 2015; <a href=\"http:\/\/www.ddiworld.com\/books\/yourfirstleadershipjob\">http:\/\/www.ddiworld.com\/books\/yourfirstleadershipjob<\/a>) from which this article was adapted.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Too often, first-time leaders underestimate their role in engaging and retaining employees.<\/p>\n","protected":false},"author":174,"featured_media":10508,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"cybocfi_hide_featured_image":"","footnotes":""},"categories":[12],"tags":[31],"class_list":{"0":"post-10506","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-magazine","8":"tag-soapbox","9":"magazine_issues-july-2016"},"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.2 (Yoast SEO v25.2) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Are Your Leaders Bringing the Energy?<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/trainingmag.com\/are-your-leaders-bringing-the-energy\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Are Your Leaders Bringing the Energy?\" \/>\n<meta property=\"og:description\" content=\"Too often, first-time leaders underestimate their role in engaging and retaining employees.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/trainingmag.com\/are-your-leaders-bringing-the-energy\/\" \/>\n<meta property=\"og:site_name\" content=\"Training\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/TrainingMagazine\" \/>\n<meta property=\"article:published_time\" content=\"2016-07-12T06:59:42+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/trainingmag.com\/wp\/wp-content\/uploads\/2020\/12\/soapboxbynhamgraphic.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"1200\" \/>\n\t<meta property=\"og:image:height\" content=\"698\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Tacy M. 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