Posts Tagged business
By business articles and experts like Harvard Business and the Fiscal Times reputation is brought up over and over. Though in many cases not directly said reputations are being discussed. Even though employee engagement, motivation, spending cuts, and asking more may be the topics, the reflection is on the companies. Here’s an example. http://www.thefiscaltimes.com/Articles/2012/01/21/Too-Cheap-with-Your-Valued-Staff-Know-the-Risks.aspx
When the economy is poor the companies are in even more power. Really where is an employee going to go? The perception is there are no jobs out there. But as stated so well in the above article there will be repercussions. But instead of employees leaving let’s talk about when they quit and stay.
If employee disengagement is getting mentioned this is really about employees doing the least or minimum in their jobs. In other words they are getting by. It’s not bad enough for termination and it’s not good enough for recognition and praise. For various reason but mostly because there is now a dis-connect from their manager or company and there is a feeling they are not cared about. Thus the response becomes quitting, well as much as is possible and still keep the job.
There is a lot of talk happening about employee engagement because it has huge costs. There are the monetary costs of course but there are also the costs in poor customer service, employees being indifferent or showing frustrations, customers leaving, employees leaving, and yes the company’s reputation.
What the discussions need to start focusing on is the ways to correct this. This is not and will not be a quick fix. Nor should it be. Once the training has been done to the front line managers and the employees are responding with more engagement there must also be an emphasis on the maintenance of the team.
Everything a manager or business does affects the reputation. And employees notice.
Most of the time when a manager, supervisor, or coach takes over a team they are not building it from scratch. Instead a team has been a team for awhile or at the very least a group of people have been together for awhile. At times this is looked at as the team already exists and just needs to go on with maybe some tweaking along the way. I’m going to suggest not to look at it this way. I’m suggesting to look at it as building a new team.
Before anything is done in changes take the time to observe this team as a whole and the individual member of the team. Tell your boss that you are going to do this. This does a few things. First it allows you in a relaxed manner to get to know people a little, the team members relax and act more themselves, you see what works and get a sense of what needs to be changed, and the group did not feel like everything was going to change immediately. Most often this is the start of a good relationship.
Don’t just change things for the sake of changing things. See what works and leave it alone for awhile. As you have your goals of where the team needs to go, you can now use your observations of the individuals to put them in the roles you think will be the strongest. This is also a great time to give people something new because it naturally gets people recharged. It is terrific to explain why this is happening and showing the goal you have in mind that you want to see the team reach. This is not always a concrete goal but might be simply seeing the team come together more, help each other, or being precise.
Going a little slower allows the member of the team to feel you are a part of the team before changes were made. I find there is less resistance this way with the flow coming easier.
Liz Cosline – Ownership Coach/Team Enhancer
, using the default tag:
It has been talked about in the McKinsey Quarterly, in the Harvard Business Review, and in Forbes magazine to name a few. There is much discussion on how to bring out the best in frontline managers. There has even been statements that CEO’s are disappointed in frontline management.
Since there is disappointed then this is the place to have attention drawn. When there is any problem we must go to the source to solve the problem. Now before anyone wants to “beat up” the frontline managers that is not what is going to solve it.
First it needs to be defined what is wanted at this management level. They are the ones that can be the highest cost, why? Because they affect the frontline employees directly which in turn affects the customer directly. These managers need support, training, and be able to make decisions on a daily basis without looking over their shoulders. They must support and care about the frontline employees. It is their job to get the obstacles out of the way so great jobs can be done.
Often however they don’t seem to get a lot of training.
Frontline managers are key to any organization and to the employees they serve. They need some attention.
So let’s say that everything is being done to build an excellent team, communication is clear, individual skills are recognized and utilized, goals are defined, the jobs are getting done, and most of the time things are running smoothly. Seems like this team doesn’t need much attention at all, right? Wrong. However when using the thought of maintenance it is much less time consuming.
Instead of being in a building the team mode, at least until the next level comes along, I view it as a correction mode. All teams have times when things are just same. No new things for a little bit of time. Usually this means that everyone relaxes a little and that’s not necessarily a bad thing. But if time and energy are taken away from the leadership tings will start to slip. It’s just human nature to get a little bored and not be as sharp. Unless leadership stays in the corrective mode. This is not a discipline mode but instead simply a reminder of the little things that might slip or get missed. Like a simple tune up.
First of all it shows the leader is still and always involved. It shows the leader hasn’t relaxed but still cares about the every day jobs. it shows attention to the crew. And it shows that what is done matters. But this can be and should be done in a calm manner without a blaming attitude. The reason is that you want to show that people are human but you still believe in what they do. Use you leadership qualities of being clear and concise, being brief, noticing the good, never lying, staying calm, saying than you, and reminding that it all needs to get done. But especially make sure the team knows that you are their biggest fan.
Every business, every company, and sport team wants to have the team that excels in is consistent. In business the employees are the ones and especially the frontline employees, where they are in contact with the customers daily. It is here that the customers will see attitudes, moods, plus whether an employee looks happy at the job or not. This is part of what gives the customer the impression of the company. How does a frontline manager or any manager know that the employees are in a good state of mind and a productive state of mind?
There are daily indicators that will allow the manager to know if the team and the day is running smoothly. Following are some of the indicators.
1. Team members treat each other with respect. They talk to each other and interact with each other with smiles and in a helpful manner. They are courteous not only to the customers but also to each other. They make sure that their job is done so that it does not fall on another team member. They are talking to each other and updating each other on how the day is going.
2. At different times during the day there is joking going on but it is professional joking with smiles and laughter. The work is still getting done and it’s getting done in an active way. But what is very noticeable is that there is a very upbeat atmosphere.
3. When the shifts need to be covered because something unusual has come up and an employee needs the day off, they will help each other cover the shift. In other words someone will step up and cover the shift for the employee that needs off. This becomes a common practice where no one is taking advantage in any situation.
4. The team as a whole and the individuals of the team wants no more. They are eager to have more training and to learn new things. They want to be involved in what’s going on and they want to be heard with new ideas and better ways of doing things.
5. The individuals of the team know the importance of the team. They know from doing a good job, getting things done, and being noticed they are an important part and a valued part of the organization.
When managers stay in touch with team and the individuals of the team they can notice when the team comes up or down. A manager can see when there is a frustration that is affecting the team. When this is caught right away adjustments can be made to get the team back on track. It is about being involved, about seeing what’s going on, and is about being part of the team.
Talking about the philosophy, thinking and experience in regards to the front line employee, their importance, and what employees need and want.
This e-book is the thinking behind a program that is in the works to address the front line in business.
It is thinking about how business can have championship teams.
Team Building – Myth or Magic? Take a look — join in
Getting to the next level.