Employee engagement means communicating what you want them to be engaged in. What is the goal they are working toward? Are they making progress? What is the “accomplishment of the month”? If people are disengaged at work, it’s a clue that there’s not much available to engage in.
About Laurie Ford
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Entries by Laurie Ford
People stop paying attention to an overload of changes at work – unless you take the time to debrief the progress of the change now and then. It begins to look like a swirl of pointless activity until someone says, “Hey! We cut our backlog in half!” Or, “We just saved X dollars on transportation and distribution!” Closure conversations are worth mastering.
Do team meetings “develop people” as well as 1-on-1 meetings? Opinions differ, as different managers approach “performance management” in their own way.
A friend asked me about “servant leadership”. So I looked it up. No thanks. I’ll stick with managing agreements and engaging people in accomplishing our goals and projects.
The work of managing performance is simple and specific. That doesn’t mean it’s easy to make time for that work, or that it is the most fun part of a Manager’s job. But it IS part of the job.
I’ve often said that “Leaders speak the future – Managers make it happen.” In writing a recent paper, and reviewing a client’s organization change project, that became even clearer. Change leadership and change management really DO need to be two different things.
Private conversations are useful in the workplace for some things, like hiring or re-positioning someone. But performance conversations – agreements for what people will deliver – are best done by the group. It builds teams, increases integrity, and improves “delivery performance”.
People pay attention to people – and make lots of assessments and judgments. That’s natural. But it maybe not the best way for a manager to support high performance or reach an organization’s goals.
When your Boss is not paying attention to what you need, and you are managing a group of people who want to become a team, what do you do? Claire paved the way.
Workplace performance sometimes needs to be addressed more specifically, to clarify what you really want people to produce. Separating performance from personality might create the space for greater understanding of what performance means in your particular workplace.