Find out what motivates your employees and loves their work so they feel connected in the long run.
October 28, 2019
6 minutes of reading
Comments expressed by Businessmen the contributors are their own.
The following excerpt is the word Caroline Stokesthe book of Elephant before the unicorn. Buy it now from Amazon | Barnes & Noble | Apple Books | IndieBound or Click here to buy it directly from us and SAVE 60% on this book as you use the code CAREER2021 through April 17, 21.
Imagine that the unicorn you recently rented is unleashing its full potential and taking the lead organ to new levels. Now the question becomes: How do you keep him from jumping the train?
As an HR leader, you must know what drives your direct reporting. We spend a lot of time at work and want our work to be meaningful, to see the connection between job paying our bills, as well as our greater hopes and dreams. Your job as a HR leader is to help make this possible for your direct reports. When Staff feeling disconnected from their older self, they also become detached from their work. The participation of the workers Start with an important question: “Why?”
If your business ultimately wants to add value and meaning to life, then employees must be connected to their “why”. But it’s not just the “why” of an employee that matters – the company is also important because it helps drive employee engagement on a larger scale. If you want to avoid employee quitting, you must identify the “why” of the company and connect it to your team. Do you communicate your company’s core values from day one? Does your “why” drive all of your decisions? Working to make sure your team members feel connected to a larger “reason” is one way to keep them engaged.
See the whole person
This part of the job begins with realizing a simple fact: Your unicorns are a lot more than the job they were hired for, and you need to see all the people, not just the people. job description. To personally pay attention to your direct reports, you must allow them to be themselves – not just what their role requires.
Managers fall into a trap when they look at an employee’s profile and expect him to repeat his past successes. “I understand what you did with XYZ company – now do the same for us!” This ignores the context in which the unicorn has achieved success in its past. What was his team like there? Did he have the freedom to innovate and think creatively at his previous company? Will he have the same support in your organization? Furthermore, this impulse ignores the person. Certainly, the unicorn has fulfilled many of its roles at her previous company. But how has he evolved since then? Is the position you are considering for him in line with the development of his career? Or could his talent be best used into another competency in the organization? Most important, what does he want?
Your direct reports are multifaceted people with many passions. One sure path to employee departure is to limit their preference to tasks outside of their job description. Effective leaders view their employees as complex individuals. They expect team members to do their job, but they are always considerate of the employee’s own interests and they strive to demonstrate these in the context of assigned tasks.
What really Are your direct reports irritated? Even if you find out that your unicorn’s secret passions go completely beyond his job description – let’s say he finally wants to open a children’s school in a country development – still be able to use that information by connecting it to the work he’s doing for your organization. If he wants to open schools, he will need experience overseeing administrative affairs, so when those opportunities arise, embrace them. Tell your unicorn, “I think this role will be very suitable because your desire is to strengthen your governance.” He may be satisfied and motivated to do a great job because you care enough to remember his interests and because he can see what he is doing can help. Take him to the last position like.
Does your company have a growth mindset or a fixed mindset? Companies with a fixed mindset tend to reward some of the people who choose to operate in the traditional way with promotions and salary increases. Employees who are not seen as top management are more likely to be afraid of risk and feel that management does not support them, so they show less commitment than employees at growth-minded companies. .
Organizations with a growth mindset see talent differently. Managers tend to be more proactive about their direct reports and collaboration is the norm. It is expected that employees across the organization, regardless of level, will find the right solutions and seek to develop new skill sets while working at the company. Growth-minded companies often hire from within; recruitment Managers care about their potential and reward candidates who show a passion for learning.
Leaders who invest in their employees’ learning and development create an enjoyable environment to work with. Why would a unicorn give up a job where her boss really cares about her, her mind is attached, and she’s developing a host of useful skills?
We are all more than the jobs that we are hired for. We want a workplace that allows us to work entirely on ourselves and that understands our needs and lives outside the office. No one takes a job without considering how it will affect every other area of life: “This job will bring great health benefits to my child. special needs, ”Or,“ There’s no weekend work here, so I can do more hiking ”. You don’t need to know every detail about the personal lives of your direct reporting people, but being a leader means caring. total Staff. It also means being open about your own life: “I’m having a hard time because the baby wakes up screaming from midnight to 4am, so forgive me if I’m a bit out of practice today middle ”. A simple acknowledgment like this requires certain vulnerabilities and prompts your direct reports that you are human too. All of this is part and core of a growth mindset and helps you achieve more employee engagement.
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