For as long as I can remember, the most significant problem in almost all businesses, large and small, has been that of employee engagement. It is not finding and/or keeping staff; it is having them be committed to the goals that are set and performing their best, day in and day out.
According to the average of several studies, employees most want the following:
Job security
Work/life balance
Recognition and respect
Competitive pay and benefits
Opportunities to learn and develop
Clearly, this list is not definitive, but it is a compilation of several studies.
By contrast, the average of several studies of leaders suggests that these are the primary skills that they need to be effective in their roles.
To be authentic, that is being true and genuine to who you are. Apparently, people need to trust your character and connect with you.
Curiosity, that is trying to understand the art of the possible.
Analytical prowess, focusing on cause-and-effect relationships and being attentive to patterns and trends.
Adaptability, venturing beyond your comfort zones.
Creativity, developing our own unique perspective and bringing your slice of genius to the table.
For the sake of this discussion, let’s agree to accept that the results of these surveys are generally correct. The problem is that there is little to no overlap of the priorities. Consequently, we have a disconnect that suggests that leaders are driving the bus to a destination that most of the employees don’t care about.
For example, an employee who wants to be compensated fairly does not really give a damn if the leader brings their own ‘slice of genius to the table’. Employees can’t spend genius, but they can spend a raise.
Likewise, being ‘true and genuine to who you are’ will not give much solace to the person who you just fired or told that they need to work more hours to get the job done.
The things that employees want are the fundamentals of employment upon which they can demonstrate their competencies and build careers. When leaders are too busy being clever analysts, being curious, adaptable or creative, they lose sight of the real priorities. To be certain, leaders must be the ones setting priorities and strategies; building and equipping teams; using their authority and accepting accountability.
But when these same leaders fail to address the fundamentals in a meaningful and genuine fashion every day with every employee, then engagement is at risk. And when engagement is tenuous, strategies and results are simply words and not calls to action.
Have you got your eyes on the right prize? Does the welfare of your staff mean more than the next brilliant idea? Or have you figured out how to achieve your objectives despite your staff rather than because of them...
Lead by setting the correct priorities and you will find leadership so much easier, and so much more rewarding.
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