In our last article, we detailed several ways that leaders, managers and executives undermine their own credibility and trust. 

Betraying the trust of your employees has a ripple effect—lack of credibility and trust results in  a lack of leadership.  That lack of leadership yields disengaged employees.

Disengaged employees typically exhibit far less productivity than their engaged counterparts, and the organization’s profitability and long-term prospects for success suffer.  In a nutshell, managers and executives, through failures in building the cornerstones of leadership—credibility and trust—will ultimately cause their own organizations to fail, as disengagement becomes viral.

This week, we’ll focus on multiple ways that successful managers and executives exert a positive influence on their employees, driving credibility and trust and fueling employee engagement and productivity along the way.

Build Relationships

Too many managers think they can lead others without forming a personal relationship with them.  They think, largely to their peril, that they can keep an arm’s length approach to managing, drawing upon that old standard of keeping their personal and business worlds strictly apart.

Today’s successful managers realize that real leadership is not about blurring those lines but rather building appropriate professional relationships based on time-tested principles. They are open and available to their people, always there to listen, give advice, and validate or restore confidence when their employees need it.

They have faith in others, and they show it in the ways they speak to their people and delegate work to them. And they prove, over and over again, that they always look to the best interests of others when making decisions.  When people can sense that you have their best interests in mind, they don’t always need to agree with a decision to embrace it and stay engaged with their work and the company’s goals.

Be Steady at the Helm

People place a high level of trust and credibility in the notion of consistency.  The best managers focus on having a steady demeanor regardless of the situation.

There’s a huge psychological aspect to the manager/employee relationship dynamic.  Even the most engaged employees still look to the behavior of their managers as a kind of bellwether for how they, their team, or the company itself is performing.  As competitive pressures peak, it’s important that leaders understand how to remain consistent in their own attitudes and behaviors.

This isn’t to say that managers need to adopt a stoic, nonchalant stance. It’s more about not getting too high or carried away by success or too low, adopting a doomsday attitude after a recent loss. Keeping in mind that we all live to fight another day, whether it’s after a blow to our confidence or a big win, helps us to remain steady at the helm.

Master the Art of Giving Feedback

In our years of working with high-performance teams, we’ve seen that even those who consistently deliver superior performance within an organization crave good feedback from their managers and executives.

When managers are giving feedback to their employees, it must first be frank—people simply can’t improve if they can’t identify an issue through objectivity and honesty from their leaders. Feedback must also be open, meaning that it can’t just be a one-way street. Managers should be prepared to talk through issues, gain understanding by hearing from the employee their thoughts on the issue, and walk away with a greater understanding of the problem and a greater resolution of the issue.

Finally, feedback should be accurate and timely.  This requires that managers stay in touch with what’s really happening with the people on their teams and how they are performing in their positions. Leaders should be able to step in at any time, offering key advice that’s pertinent to the situation and the employee’s needs.

Demonstrate Character and Concern for Others

We all face tests of our honesty, ethics, and ability to put others’ interests above our own almost every day at work.  Perhaps the best way that leaders build credibility and trust is through showing a consistent ability to rise to these occasions and demonstrate character and concern for others.

Those leaders who stand tall on character are those who never look for excuses and remain accountable, not only for their own individual work, but for their team’s performance as well. They keep their integrity no matter the personal consequence, and they see through an ethical dilemma with great clarity.

While these instances to show character may not occur every day, a more constant opportunity for leadership is in showing concern for others.  All too often, managers can be too self-absorbed or focused on their own work to see someone in need.  At any given time, someone on their team can be dealing with something on the broad spectrum of the human condition, from dealing with a family tragedy to missing out on a promotion at the hands of a colleague.

The manager who is attuned to these situations and gives that employee a shoulder or boost at just the right time earns a special degree of trust and credibility that can sometimes last years.

How would you rate your level of trust in your team and organization?  Could it be better? Successful organizations invest in their people; in fact, we recently completed a Foundation of Leadership workshop (based on many of the principles in this article) for North Carolina-based Kerr Drug, a company committed to the ongoing development and engagement of its employees. If you would like a free consultation on strengthening credibility and trust for your leadership team, please contact robpulley@tms-hr.com. 

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As we’ve outlined many times in this space, profitability comes from productivity, productivity comes from engagement, and engagement comes from leadership.

The most successful organizations are built on a leadership platform where managers motivate and influence people across the company. These managers drive their teams to success with strategies tailored to individual strengths, weaknesses, interests, and hot buttons. We recently discussed ways to motivate people, as well as management tactics that can undermine these efforts.  Now, we turn our attention to leading people through influence.

In today’s article, we’ll take a look at some key ways that managers and executives can exert a negative influence on their employees, leading to breakdowns in engagement, decreased productivity and, ultimately, a failure by the company to reach its full potential for profitability and sustained success. 

Difficulty Saying No to Others

Let’s start with something that we could categorize under having the best of intentions at heart—difficulty saying no to others.  Most of us want to please others, and we find that many managers want to keep everyone—their employees, their peers, and their executives—happy. 

Unfortunately, we all have our limits and must perform within them.  Often, there simply isn’t enough time to keep everyone around us happy, and we have to make critical choices on how we use our well of resources, namely, time.  An inability to say no when we are at our personal capacity leads to over-committing and under-delivering. Many who are quite adept at managing customer or organizational expectations turn around and fail the people who help them deliver results on a day-to-day basis.  Just as failing to meet a client or executive deadline causes a business relationship to suffer, failing to attend to the needs and concerns of our peers and our teams lead to an erosion in confidence and trust.

Failing to “Walk the Talk”

As the old adage sagely points out, leaders lead by example.  Those who fail to “walk the talk”—shirking responsibility and accountability in their work—risk a huge negative influence on their employees. The fundamental expectations that humans who work on teams have of one another lies in everyone pitching in, not only to do the work at hand as best as they can, but also taking the accountability and responsibility that comes along with the work.

Furthermore, employees tend to hold their managers and leaders to even higher standards. In their minds, they want to see that you deserve your position, with its greater compensation and benefits, and your “fair share” of the workload, whether you’re actually executing the work or directing it, is your burden to bear.  Bear it well, and people will run through walls for you. Consistently show signs of weakness in leading by example, and then watch their enthusiasm dissipate.

Betraying Confidence

Employees seek the counsel of their managers and leaders for many reasons, whether it’s advice on how to perform their work at a higher level, develop for their careers, or, in some cases, share concerns involving the company, its work, and colleagues on their teams. Keeping confidence in the workplace—becoming a vault for your people when they need to share their burdens with you, is of paramount importance to exerting a positive influence while engaging them.

We talk a lot about trust, because it’s fundamental to not only being a good person, but being a good manager and colleague as well.  If people can’t trust you with their private thoughts, you’ll fail to influence the avenues that occur in broad daylight.

Dismissing the Input of Others

In almost every corporate environment, people collaborate.  And they don’t just collaborate on executing projects or delivering to clients; they solve problems and meet challenges together.

Sometimes, even the best managers fail to take in the ideas and contributions of the people on their teams.  They often do this without thinking—they see a clear path to solving the team’s issue, wanting to quickly make a decision, communicate that solution, and move rapidly into implementation. 

While moving quickly is great, we can’t leave our employees and their ideas behind as collateral damage. People know that the manager is going to decide the course of action for the team, but everyone wants to know, at the very least, that the manager is taking a good account of their ideas and contributions in the process.  Quick dismissals of people and ideas exert a negative influence, driving a “what’s the point in even speaking up” attitude.

Come back for our next article, and we’ll discuss some ways that managers and leaders can build and sustain a high level of trust and credibility with their peers and teams.

In last week’s post, “How to Motivate Others—Challenges and Opportunities,” we discussed multiple areas where people in leadership positions can betray the confidence of their employees and teams, leading to drops in engagement and performance.  Pitfalls for managers can include adopting one-size-fits-all motivational tactics, showing a lack of faith in employees, which leads to micro-management, believing in the concept of universal self-motivation, ongoing failure to provide timely coaching and feedback, and displaying open negativity.

While all of these letdowns can lead to under-performing individuals and team, there are multiple roads that pave the way to success. Let’s take a look at some of the good ways that managers achieve sustained excellence when motivating others.

Setting the Example

Great managers show leadership by looking inward first.  To influence and lead others, you must first set the example. Albert Schweitzer once said, “Example is not the main thing in influencing others, it is the only thing.”  Providing a successful roadmap for others to follow, whether it’s through your work habits, attitude, or the level of engagement you display, can go a long way toward setting up your management tenure for success.

Leaders in business are role models.  When people follow you, they aren’t just following your orders; rather, they are imitating the behaviors that have made you successful.  Being a good role model is a huge responsibility that falls upon managers, and while we all have our weak moments, every manager should strive to minimize mistakes and liabilities and when they do happen, acknowledge them, learn from them, and continue to move forward.

Signaling Commitment

If setting the example takes introspection, managers must also make sure to show commitment outwardly to the people on their teams. The keys to signaling commitment to employees are being visible, involved, and “in the present.”

Too many managers hide when the workload becomes stressful or times are tough.  Just being visible to your employees and keeping a positive attitude goes a long way to securing their engagement. In addition to being visible, you must get involved—not too much, as with the micro-managers—but involved enough to where you can help your people make intelligent, informed decisions that will help them clear obstacles more quickly.  Finally, be in the present—all too often, managers get too entrenched in their own work and forget that their team must live through today’s successes and challenges.

Challenge Brings Out the Best

As humans we define our personal achievement not by how we routinely accomplish rudimentary tasks, but by how we overcome obstacles and meet challenges to accomplish tasks that we may not have thought possible.  Whether it’s running a faster mile or learning to bake a complex confection, we measure ourselves by overcoming the odds and redefining our own personal excellence.

So it is, too, with our work performance. People need challenging work to propel them to new heights. When you stay attentive to what people need, based on their personal interests and development goals, and then attune those goals to your business objectives, you’ll see that every time you hand out a new challenge, you’ll be handed back an even higher level of achievement.

Know Your People—Really Know Them

Do we really look at others for who they are, or do we just treat them as a group of numbers filling positions in the organization?  Because if we really want to motivate people, we need to know as much about them as we can.  We need to know their strengths, weaknesses and capacity for improvement—from a performance and development standpoint, there are no greater barometers for success.

While assessing strengths and weaknesses isn’t profound for many organizations, most companies fail to take that deeper dive that serves as the motivational engagement platform for these attributes, the employee’s values, interests, likes, dislikes and hot-buttons.  Sound talent management is about aligning the manager’s leadership and personal style, the goals of the business and team, and the interests of the individual. And it’s also about avoiding those issues that could be detrimental to the individual employee’s morale, causing a drop in performance and even disengagement.

Make Work Fun and Interesting

Managers must be creative to meet the engagement needs of their employees.  All people respond with higher levels of motivation when confronted with a manager committed to making their work more rewarding and to enriching their roles within the organization.

People need to know that they are always working toward a higher purpose, and that doesn’t necessarily always mean extra compensation.  People feel a very high sense of reward and fulfillment when they can sense their own importance to an organization constantly growing. And on the lighter side, it’s easy to see why people are better motivated when they associate work with fun, whether it’s the gamification of certain projects or goals, or just having a culture where people enjoy laughing with each other.

Conclusion

Motivating others is not something you can do successfully unless you commit to it as an ongoing process.  Your people will always have a wide range of needs, and those needs often cannot wait until the next scheduled interval for performance reviews or coaching sessions.

At TM Solutions, we spend a lot of time with our clients, helping them as they instill and fuel the processes and tools needed to build a culture where managers tailor motivational needs to the individuals that make up their teams.  To get an even deeper flavor for our thoughts on the subject of motivation, check out our blog series on the Eight Keys for Engaging Your Team through Effective Leadership, as well as our series on the Eight Leadership Essentials for Forging Trust through Action. 

We’d also like to invite you to be our guest, at no cost, for our upcoming webinar, Engaging Your Team through Effective Leadership, coming up on March 19 at 11 am Eastern time. Packed with real-world application and multiple learning opportunities, our leadership webinars give you the tools to develop a foundation for ongoing trust-building and motivation. Please follow this link for registration details.

The key to any organization’s sustained success is leadership.  While this statement, in and of itself isn’t that profound, it’s always a relevant topic when companies are looking to improve and achieve all of their business goals.

Critical to understanding leadership is knowing how, when, and why we need to be looking for ways to motivate others.  We can make an easy business case for motivation, as motivation drives engagement, engagement drives productivity, and productivity directly helps us to achieve goals for revenue, expenses, and profit.  Furthermore, motivation drives retention of the cream of the crop in every company, allowing for greater and more sustained success year after year. 

As a case in point, imagine that one of your more capable and experienced contributors has lost some enthusiasm for her work in the last month, she’s not responsive to her team, peers or customers, or she is doing just the least she can to get by. There may be many reasons why her engagement and productivity levels have waned. In most cases, managers and organizations react to these situations as a performance issue, when in fact it’s a motivation issue.

The challenge and the opportunity for managers is that motivation is a personal issue, not a universal issue. All of us are driven by different things in life, such as how we focus our energy, what we like and dislike, and what we value in self, others and organizations. Ultimately, how you motivate others for improved engagement and productivity will be based on your knowledge and application of these key drivers or preferences.

In today’s post, we will first provide a few areas to consider as to why an employee’s motivation level has dropped. Next week, come back to this space, where we’ll talk more about getting people back on track through effective leadership and influence. To learn even more, join us on March 19 for the “Engaging Your Team through Effective Leadership” webinar as our special guest.

The One-Style-Fits-All Mentality

One of the most common mistakes for managers is when they are married to their own style and preferences.  Today’s business workforce is a diverse lot—people from various backgrounds, levels of education, and prior work experience, not to mention the diversity of their viewpoints and perspectives. 

So why should we even think one style would fit all of these diverse people?  The best managers take a multi-faceted approach to motivating their teams, knowing that they need to tailor their tactics to meet people where it means the most to them.  To do this well, managers must adapt their leadership and communication styles to fit the wants and needs of their individual team members. They must leave the possibilities open to understanding their employees, knowing that some may need to be pushed and challenged,  others may need more frequent appreciation and recognition,  and still others may respond to more basic incentives.

Lack of Faith

Many companies find themselves stuck with individuals in leadership positions that administer and manage versus coach and lead. When you administer and manage, the tendency is to micro-manage your teams.  Where does micro-management come from?  Quite simply, it’s a lack of faith in the team and in individuals to make their contributions on a consistent basis.

We see this over and over again—a manager feels betrayed by a particular employee’s failure to produce results on-time and within budget.  Rather than working on the performance issue, the manager falls into the trap of micro-managing all of their direct reports. Micro-management, while intended to guarantee results for the organization, has the opposite effect. What it really guarantees is disengaged, unmotivated people who will deliver the bare minimum to avoid further scrutiny.

Belief in Universal Self-Motivation

One of the hallmarks of many leaders is self-motivation.  Having an internal drive to reach goals—no matter the situation—separates many of us from the pack, leading to promotions and recognition from executives.  Since many managers have an abundance of self-motivation, they fall into the false trap that others must be motivated the same way, that everyone should be self-starters and self-reliant with the ability to take independent action when necessary.

The fact of the matter is that none of us performs in a vacuum.  We can attribute our personal success to many different factors, from self-motivation to working in a great team environment where we grow from our interactions with other engaged employees at every level of the organization. Managers must recognize this fact, and instead of projecting self-motivation on others, work that much harder to understand their people, how they function together, and what makes individuals and the team drive to success.

Failure to Provide Timely Guidance and Feedback

One aspect of motivation that is universal is that we all need to know how we’re performing, and there’s no better-positioned person to tell us than our manager. Failure to provide timely guidance and feedback to employees sets up multiple situations that can be avoided.  Lack of motivation can come from not understanding the team’s goals or even the work that needs to be accomplished to reach them.

Sometimes this lack of timely guidance and feedback is attributed to the traditional expectations of managers to conduct periodic performance reviews at assigned intervals. As we well know, the pace of modern business moves at lightning speed, and the vast majority of your performance and motivation issues fester between these reviews. Addressing issues and challenges with employees through timely dialogue is the better course of action. Employees receive the coaching and guidance they need to make better decisions and get results.

Negativity

Managers can make or break their team’s performance many times by the levels of positivity and negativity that they exemplify to their employees.  From an engagement standpoint, it’s very difficult for employees to stay motivated when their managers are hyper-focused on their negative attributes and fail to communicate appreciation for all of the positive elements that members of their team bring to the table.  We’re all human, and we all display both positive and negative traits. The key here is balance—we shouldn’t disregard the negatives, nor should we think “it goes without saying” that we appreciate great work habits and attitudes.

When managers occupy a negative mental space, particularly with regard to the team and even the company itself, this negativity is contagious. We can’t expect individual contributors and the teams they comprise to achieve tangible results when managers exhibit a failure of leadership through open negativity.

Conclusion

Motivating others is not something you can do successfully unless you commit to it as an ongoing process.  Your team will always have a wide range of needs, and those needs often cannot wait until the next scheduled interval for performance reviews or coaching sessions.

At TM Solutions, we spend a lot of time with our clients, helping them as they instill and fuel the processes and tools needed to build a culture where managers tailor motivational needs to the individuals that make up their teams.  To get an even deeper flavor for our thoughts on the subject of motivation, check out our blog series on the Eight Keys for Engaging Your Team through Effective Leadership, as well as our series on the Eight Leadership Essentials for Forging Trust through Action. 

Again, we’d also like to invite you to be our guest, at no cost, for our upcoming webinar, Engaging Your Team through Effective Leadership, coming up on March 19 at 11 am Eastern time. Packed with real-world application and multiple learning opportunities, our leadership webinars give you the tools to develop a foundation for ongoing trust-building and motivation. Please follow this link for registration details.

Tune in next week as we explore multiple solutions to set up managers for success in leading and influencing their teams.

Success in business requires proper planning and execution. We can’t effectively plan for our future success without properly diagnosing the present state of our organizations.

The TM Solutions Business Diagnostic Series addresses several key points to consider when assessing your business and how well it’s positioned for marketplace success.  We tackle fundamental concepts like Managing Profitability, Minimizing Risk, Maximizing Productivity, Improving Expertise and Capabilities, Strengthening Leadership Teams, and Investing in People. 

In our last installment, we outlined how Strengthening Leadership Teams drives organizational success. For our final article in the Business Diagnostics Series, we’ll take a comprehensive look at Investing in People, and how the investments that companies make in their human capital drive the other elements of their business and its ultimate, sustainable success.  Investing in People requires organizations to work diligently in four key areas:  Identifying and Developing Future Leaders, Developing Employees for Now and into the Future, Creating a Culture of Continuous Improvement, and Building High-Performance Teams.

With each set of business checkup questions, we’ll show how Investing in People relates to the previous areas we’ve explored in the series, providing a frame of reference for how people drive success in every aspect of a business.

Identifying and Developing Future Leaders

Investing in people requires an ongoing dedication to identifying and developing future leaders. Leaders provide the direction and strategy that, when coupled with engaged contributors in operations, sales, marketing, and other departments within the organization, ultimately drive the sustainable success of the company.

In order to properly identify and develop future leaders, companies must have a keen understanding of the success factors that are most important for those in leadership positions within the organization’s own unique culture and framework.  Once you understand the profile of successful leaders in your company, you can then set about replicating this profile and developing a bench of future leaders.

This development requires a lot of time and resources.  Companies must invest wisely in the right tools and processes that facilitate better talent acquisition, retention, and development.  Managers must continuously develop themselves through these tools in order to motivate, engage, and coach the contributors who will one day become managers and executives themselves.

Business Checkup Questions

1. Do we fully understand what success factors are most important for key leadership positions?   (Strengthening Leadership Teams)
2. Do we have a pipeline of leaders and the appropriate bench strength for key positions? (Strengthening Leadership Teams)
3. Do we invest time and resources to develop leaders and employees? (Strengthening Leadership Teams)
4. Do our managers have the appropriate tools and resources available to hire, engage, coach and remove employees effectively? (Improving Expertise and Capabilities)

Developing Employees for Now and into the Future

While the process of Investing in People begins with an analysis of the success factors of the company’s current leadership, it quickly moves into the development of key contributors and ultimately to all employees throughout the organization.  Companies must stay attuned to the success factors that drive performance excellence for individual contributors. Executives and managers must clearly communicate to their teams exactly what’s required of them to contribute to the success of the organization, positioning themselves for future leadership in the process.

Companies must take a hard look at organizational fit, drilling down to each contributing position—are the right people in the right roles in which they can and will succeed?  An analysis of positional fit requires a level of accountability, measuring the production and efficiency of each individual across the organization and their ability to consistently deliver results that are both on-time and within budgeted resources. 

The concept of having the right people in the right roles is a two-way street.  Not only should decision-makers recognize the organization’s needs, but those of the individuals as well.  They should understand each employee’s needs and wants, as well as their strengths and liabilities, straight from the onboarding process.  An early understanding of the drivers from each employee’s perspective leads to better utilization of each contributor.  This approach results in higher engagement, better performance, and achievement of the company’s business goals and the individual’s career goals.

Business Checkup Questions

1. Do our employees have a clear understanding of what they will need to do to contribute to the future success of the organization? (Strengthening Leadership Teams
2. Do we have the right talent in the right roles?  Can we adequately execute our operational and strategic plans? (Managing Profitability)
3. Are employees reaching full or acceptable productivity levels in a timely fashion? (Improving Expertise and Capabilities)
4. Are we aware of each team member’s wants and needs, natural strengths or potential liabilities?  Are we aware of this during the onboarding process or does it take six to 12 months to determine? (Maximizing Productivity)

 Creating a Culture of Continuous Improvement

Today’s successful organizations are marked by a culture of continuous improvement.  While some companies define this concept purely in terms of their offerings to their customers, top tier organizations apply continuous improvement to every aspect of the business, especially in the leveraging of human capital.

Cultures of continuous improvement allow for flexible decision-making.  Managers and executives display a business agility facilitated by the right tools that they can use to be both proactive and quick in seizing on marketplace opportunities.  Continuous improvement means that managers provide on-demand performance feedback and coaching to each employee as needed, improving production, quality, and productivity along the way, not simply at scheduled junctures like performance reviews.

Companies must dedicate resources that are available for those with initiative, so that each contributor can define take-action strategies for immediate improvement.  Organizations should gear these offerings, whether they are coaching sessions, leadership seminars, or personal development courses, to the individual needs of each employee. 

Management must be proactive in providing ongoing opportunities that meet the evolving needs of each employee for increased responsibility and more challenging work.  Challenging your employees leads to higher engagement, fueling personal and professional growth over the long haul of their tenure with the company, as well as higher productivity in the near term.

Business Checkup Questions

1. Can the manager provide on-demand performance feedback and coaching to employee to improve production, quality and productivity?  (Managing Profitability)
2. Do our managers and employees proactively take advantage of growth opportunities or do they do so because it’s required? (Improving Expertise and Capabilities)
3. Can our performance management process or system provide individualized take action strategies ready to implement right away? Or is this only provided once or twice a year? (Maximizing Productivity)
4. Do we provide ongoing opportunities for personal growth and increased responsibilities through training, coaching and challenging assignments?  Is this based on individual interests? (Maximizing Productivity)

 Building High-Performance Teams

The most successful companies understand the concept that the whole is greater than the sum of its parts. High-Performance Teams are cohesive groups of individuals working collectively, with efficiency and high effectiveness, toward mutual goals, not a group of individuals focused on personal accomplishments.  The best organizations build and maintain high-performance teams that collaborate to meet business goals and achieve sustainable profitability. Organizations must first look to their results to see if they can define teams as high-performing. Results analysis can’t simply be a myopic look at profits—a deep dive is required here, to ensure that the underlying elements of sustainable profitability are in place, such as productivity, quality, and attention to both revenue generation and expense management.

Managers drive high-performance teams through the ability to make quick decisions and generate creative solutions to the challenges that face their teams on a weekly, sometimes daily basis.  And managers can’t simply carry the load themselves—they must effectively manage the performance of each contributor and face accountability for doing so.

Finally, high-performance teams require engagement from managers and each individual on the team.  There is a real trap here for corporate executives, as they can’t simply assume that managers have the level of engagement necessary to inspire others.  Leading teams requires that managers set the ultimate example in having a positive attitude in their day-to-day activities, as well as an optimistic outlook for the team’s performance in contributing to the overall success of the company. Positivity and optimism are contagious, and exhibiting these values sets the bar high for each contributor in the group.

Business Checkup Questions

1. Are we consistently achieving organizational production, quality and productivity goals? (Strengthening Leadership Teams)
2. Can our managers and teams effectively respond to urgent situations calling for quick action and creative solutions? (Strengthening Leadership Teams)
3. Can managers effectively manage performance?  Are they held accountable? (Managing Profitability)
4. Are managers and employees fully engaged in the business?  (Managing Profitability)

For more information on business diagnostics and how you can effectively plan for the future of your business, visit the TM Solutions website at www.tms-hr.com.