When you do that you have engendered the employee engagement which, the data shows, is the foundation for solid teamwork that gives you the organisational integrity to deliver your strategy, transform your results and sustain your success.
More than this, though, we have to stop incentivising on the basis of performance. This emphasis on performance distracts while driving and distorting all our reward systems. It inverts the order of this model and means, even at the highest level, that managing becomes more important than leading. Furthermore, if this is not bad enough, it also breeds competition amongst the employees and so builds silos, dilutes synergy and destroys organisational integrity.
You really do not have to look any further to unlock leadership.
Now you can understand why employee engagement is not an airy-fairy, feel-good concept that HR is trying to foist upon you, but an essential part of business and something that you are – or should be – doing as an integral part of leading your organisation. This is where engagement and success come together. Without employee engagement your success will always be limited.
As long as you continue to manage people as costs, rather than as assets, redundancy will always remain an attractive option. Even if redundancy is not a “knee-jerk” reaction to bad performance it certainly can seem like it. At best it reflects badly on management and calls into question their ability – and therefore their right – to oversee a large organisation. Why?
The challenge Last week we looked at the statement “people are our greatest asset” and found that it was more than a cliché. The definition … Read more
The leader leads and the boss drives. Employee ownership links the life-investment your people are making in your organisation with a sense of shared purpose. It serves as a catalyst to create the autonomy, mastery and purpose that will deliver the well-being and emotional equity to secure employee engagement and sustain better performance and better results. It will thus enable you to stop driving and lead more effectively.
The divide between leadership and management is being perpetuated and exacerbated by our modern systems.
Increasingly sophisticated systems have accelerated business to the extent they have thrust decision-making ‘down-the-line’ and created what is popularly called distributed leadership or decision making. That is a good thing, but unfortunately, with their built-in and rigid controls to anticipate and cover every possibility, they have, paradoxically, also taken away the decision making capability from the people who operate them.
It’s been 10 years since I set out on a new career path with the mantra “HR is the new IT.” For me it was … Read more
The postman delivered my latest edition of “Best Practices in Change Management” this week. This is the Prosci Benchmarking Report following their 8th longitudinal study … Read more
All these massive benefits begin by simply recognising that employees are people and not resources.