Is Your Leadership Style Killing Your Employees?

I attended a webinar yesterday by Kevin Kruse, author of We: How to Increase Performance and Profits through Full Engagement. I typically try to find at least one or two nuggets of information in the webinars that I attend, and when I registered, I figured that any webinar on employee engagement would give me at least one good nugget. Boy was I wrong – the whole webinar was engaging!

Let’s start with some statistics (I’ll get to the killing part later). According to polls done by BlessingWhite, Conference Board and Gallup, fewer than 1 in 3 employees are engaged in their work; only 45% are “satisfied” with their work; and employee disengagement costs companies around $300 billion annually. Additionally, higher performing organizations tend to have more engaged employees (56%) than low performing organizations (27%); and companies ranked high in employee engagement had better shareholder return (17.9%) than companies ranked low in employee engagement (-4.9%).

Now, about that killing part. The engagement surveys also showed that dissatisfied employees weighed about 5 pounds more than their colleagues and were more susceptible to cardiovascular events. Even more surprising, a person’s job satisfaction has a direct correlation on their marital happiness and on the likeliness their kids will misbehave in school (this is called the “spillover effect”). And much of one’s engagement and job satisfaction comes from a person’s interaction with his or her boss. In fact, five questions can determine the quality of boss/employee interaction:

  1. My boss gives me the information I need.
  2. My boss is good at pushing through and carrying out changes.
  3. My boss explains goals for our work so that I understand what they mean for my particular part of the task.
  4. I have sufficient power in relation to my responsibilities.
  5. I am praised by my boss if I have done something good.

If you’d like, you can even take a short quiz to see if you are suffering from boss-related health issues.

In the webinar, Kevin provided a “GReaT” model of leadership. The capitalization is a reminder for Growth, Recognition and Trust, which are three high-impact drivers of engagement. Leaders can take certain step to drive GReaT leadership, including:

To drive Growth & Development

To drive Recognition & Appreciation

To drive Trust & Confidence

  • Hold 1:1 meetings to talk about 3-5 year career goals
  • Identify knowledge, skills, experience and relationships needed to reach those goals
  • Identify ways to close the gaps
  • Meet quarterly to track progress
  • Show appreciation regularly, but make sure it’s deserved
  • Hand-written notes are valued. Write them.
  • Offer recognition publicly
  • When thanking someone, explain how their actions impact the company
  • Ask for opinions and let people be involved
  • Match your words to your actions
  • Be transparent – share good and bad news
  • Acknowledge your mistakes
  • Never say anything you wouldn’t say to someone’s face
  • Focus on the BHAGs (big, hairy, audacious goals)

As a leader, you may want to think about the five questions and how you drive GReaT leadership. The culture that you create with your team members has an impact beyond just your team – it impacts every team member and every person in his or her family. Simply changing how you interact with your employees could lead to higher levels of engagement, fewer health related issues, and better family relationships for your employees…and wouldn’t that be a great impact to have on your universe?

Comments:

Sandy, just wanted to thank you the blog posts amplifying some of the themes from the webinar. Leaders are SO critical to the engagement process we really need to get people's attention about the impact on business and personal outcomes alike. Thanks! Kevin

Posted by Kevin Kruse on July 13, 2011 at 07:57 AM MDT #

Absolutely, Kevin. Thanks for a great webinar!

Posted by Sandy E on August 12, 2011 at 04:41 AM MDT #

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About

Sandy's ideas about learning, organizational & personal improvement and other stuff.

I work on Oracle's Leadership Development team, but all thoughts and opinions expressed here are solely my own!

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