In the quest to crack the code on employee engagement, companies spend hundreds of thousands of dollars each year on wasted efforts to “develop their leaders.”
Since leadership development is broad, it needs to be clearly defined for business outcomes. The common denominator is teaching managers the fine art of people skills. After all, leading an organization is still mostly about people — its most important asset. Without mastering people skills, you simply cannot be a good leader.
But to do that, managers must have a basic understanding of human behavior. What science has already found is that positive emotions are at the root of human motivation. We are wired for it in our human design.
Therefore, managers must acquire the knowledge of what makes people tick and what inspires human beings to perform at a high leve
1. Workers need to feel safe
This is true especially as they start a new role or job. Workers need confidence boosters from their leaders, like encouragement, praise, and positive affirmation. Since safety is a basic human need, have conversations centered around two areas:
Hope: Show employees hope for the future by asking them about their goals and interests. In other words, have conversations that give them assurance of a career path.
Needs: Let them know where they stand — now and in the future. The best leaders give them that hope by speaking to their needs and finding out how best to serve those needs.
2. Workers need positive affirmation
“I don’t like to be recognized,” said no human being, ever. Today’s managers have to get into the habit of praising and complimenting their people for their good qualities and work. The companies in Gallup’s study with the highest engagement levels use recognition and praise as a powerful motivator to get their commitment. They found that employees who receive it on a regular basis increase their individual productivity, receive higher loyalty and satisfaction scores from customers, and are more likely to stay with their organization. How regular are we talking? Praise should be given once per week, according to Gallup.
3. Workers need to feel understood
In Gallup research, the fifth-most common managerial mistake that results in turnover is the failure to listen and understand employees. When a manager doesn’t solicit the opinions of his or her team, trust begins to erode. The best leaders listen to their people receptively and without judgment about their dreams, passions, fears, joys, goals, and aspirations — making them feel validated and understood.
4. Workers want to know what’s going on
According to Gallup research, the second-most common mistake that leads to turnover is lack of communication. Managers must provide their people with guidance and direction, give them regular feedback on their performance, and clarify goals and expectations, especially during unexpected change and transition. Managers also need to replace the extinct ritual known as the annual employee performance review with monthly one-on-ones to coach employees and evaluate their progress consistently so there are no surprises later. This is what high achievers crave and want to keep developing and building strengths.
