Leadership development helps you grow.

Leadership Development is a Priority for Great Leaders

The most stressful time for a leader is when things go wrong. And it is inevitable that something will go wrong. 

That’s why the great leader knows that he needs to become more to add more value. And he knows that all his other leaders need to become more as well. 

Sometimes those, the decision to develop the leader in us and the leaders around us comes too late. 

Here are the first five signs that you urgently need to invest in leadership development.

Your HR Office is a Revolving Door

Life rhythm

How do you know that you have a retention problem? The generally accepted benchmark is a turnover rate of 10%. Even if you give a variable of about 5% based on industry, it’s safe to say that if you have a turnover rate of 25% you have a problem

If you have a turnover rate above that, you have a revolving door. It is costing you tons of money in direct costs and productivity.

To say that high turnover is just a consequence of your industry or part of the cost of doing business is not only wrong, it’s bad business.

Why People Leave

You have probably heard the cliche that people don’t quit jobs, they quit bosses. You know why something becomes cliche? Because it has a strong factual basis. 

It is probably more accurate to say that effective leadership has a very high influence on employee retention. It’s not the only factor by far. So really making the statement that people quit bosses is a gross generalization. 

However, it’s not a generalization to say that leadership not only directly influences retention but also indirectly influences it. If you clicked the link above you discovered that other factors impacting employee retention include

  • alignment
  • learning and development
  • feedback and recognition
  • enablement
  • teamwork

Every single one of those factors, including the ones I didn’t list, are leadership influenced.

So if we draw the lines, when there is high turnover it is almost always due to one of those factors. All of them are primarily influenced by leadership. So if you have a revolving door in HR, you have a leadership problem.

Customer Satisfaction is Suffering

Let me throw a couple of numbers at you.

First, consider 70%. That’s the percentage of customers lost due to a perception of poor service. Not price, not location. Quality of service.

Who provides that service to your customers? Most likely it’s your employees. Their attitude and behavior directly impact the customer. It’s kind of like the old country saying, “If momma ain’t happy, ain’t nobody happy!

Employee engagement directly drives customer satisfaction. In fact, a Gallup Survey showed that companies with high employee engagement experienced 10% higher customer satisfaction.

Customer satisfaction directly drives financial performance. For example, research reveals that 80% of U.S. consumers will actually pay more for a superior customer experience.

So we see a link between employee engagement and customer satisfaction and financial performance. What impacts employee engagement? 

The leaders.

Employees Just Don’t Seem to Get It

girl bangs her head against the blackboard. Just doesnt get it.

As a leader you have a vision of how you want to see your organization move forward. How things work. Maybe even things working without you having to be there every minute. Without your fingers in every pie. 

You hired what you thought were good people, yet they just aren’t getting the work done. And when they are, it usually is not the way you would have liked it to be done. What’s wrong with them? Do they not get it? Are they lazy? Or do they just not care?

The latter seems to be the opinion of many managers who have experienced this. They may blame it on culture or generation. “It’s these Millenials! So self-focused!

Yet based on census results and research from the Pew Research Centerit’s just not so. There are myriad of reasons why employees may not be getting the job done. Almost all of them start with the leader.

Departments or Team Members Aren’t Communicating

Have you heard anyone in your organization complain that the right hand doesn’t seem to know what the left hand is doing?

Breakdown’s in communication happen most frequently in the midst of conflict.

Fear triggers guarding of information. Unmet expectations never expressed. Poor listening skills. Confusion. Insecurity either for the future of the organization or for their own job. 

It’s up to the leader to spur the change. Communication begins from the top.

And before you say, “but I’m a great communicator!” you need to know that we all have something more to learn about it. This is my calling and I still have a lot to learn.

A General Air of Discontent

You can feel it. It’s a very palpable climate in the office. A heaviness. People are silent. Something is very wrong. 

Productivity is down. But sarcasm, cynicism, and complaining are up. Perhaps even open hostility.

These are strong signs of low morale. It requires quick, decisive action from a knowledgeable and experienced leader. The wrong choices here may simply accelerate the downward spiral into total office dysfunction.

Without knowing how to identify the issues and address them, it may continue until it is no longer fixable. Everyone loses. The organization, the employee, and YOU the leader.


As I said at the beginning, if you see any of these signs you are overdue to act. But that doesn’t mean that all is lost. 

Next week we will look at five more signs that you need to invest in leadership development. We’ll also talk about some next steps.

Can’t wait? Are you ready to take action NOW to move your organization to the next level? Schedule a free Discovery Strategy Session with me today! You will come away knowing the actions you need to take to go forward.
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Pleasant call. Low angle of friendly young positive team is sitting around table in office and discussing business project. Caring leaders create engaged culture.

Caring Leaders Connect and Influence

Leaders face a variety of challenges in the workplace. And most of those challenges center around people. The caring leader recognizes how people impact the organization. What are some of your people challenges?

Watercooler Wally.

Long Break Lilly. 

Perpetually Late Pete.

Social Media Sally.

Have you seen any of these people around your office?

Young businesswoman yawning while working on laptop in office. Sleepy female entrepreneur looking on wristwatch. Tired office worker feels lack of sleep because of hard and long work with documentsYou know the pattern. They show up just barely on time for work or even a few minutes late. The first thing they do is take a coffee break. They chat around with their friends for a while. They complain about their job, the workplace, the company, and life in general.

They finally (allegedly) start to work. They mess around with a few things until the eagerly anticipated lunch hour. No matter what’s going on, no matter how urgent, lunchtime is lunchtime.

When they finally return from lunch (likely a few minutes late) it takes a while for them to get back into the groove to actually get work done. They may even spend more time chatting around.

They quit at four. They go home at five. Another semi-productive or unproductive day.

The Unengaged Worker

Almost certainly you have seen these people. So have I.

Apparently, so have a lot of organizations. In fact, according to recent studies by Gallup and other groups, 70% of the workforce INCLUDING MANAGERS act like this. It has reached epidemic proportions.

The result is BILLIONS OF DOLLARS lost due to poor productivity, high employee turnover, poor customer satisfaction, and plummeting sales.

Why? Is the modern worker simply self-absorbed or lazy or dishonest? Has loyalty gone the way of the dodo?

No and no.

Leadership is the Cause

As my mentor John C. Maxwell says,

“Everything Rises and Falls on Leadership!”

Many experts claim that people don’t quit the company, they quit the boss.  The research seems to actually support that. Gallup released a studythat showed that 50% of employees leave because of the boss. While that’s only half, it’s important to note that it’s a half that could have been kept.

If you are a manager or business owner, you likely know how expensive it is to find, hire, and train a new employee to replace an experienced one who quit as well as the cost of lost productivity while they get up to speed.

In addition, other research shows that 70% of customers leave due to a poor customer experience. Not price. Not selection. EXPERIENCE. And who is providing that customer experience?

  • Watercooler Wally
  • Long Break Lilly
  • Perpetually Late Pete
  • Social Media Sally

Therefore we can’t avoid the conclusion that poor leadership is responsible for almost all disengagement. You could even make a case that the very rare inherently disengaged employee is also the fault of leadership. It means leadership did a poor job of screening and hiring the right person.

A Story of an Uncaring Leader

Right out of college I was hired into a managerial role. And it taught me the lesson that has stuck me all these years.

I was particularly frustrated by John (not his real name) who worked an odd shift. He seemed, at least in my view, to take great delight in doing the opposite of whatever I asked for.

But let’s be real. I was a bossy guy then. My expectations were unreasonable and poorly communicated. In addition, I knew next to nothing about John. Personally or otherwise. And I didn’t want to.

All I knew was that I wanted to solve a problem and the only way I could see clear to solving it was by immediately terminating John.

But I needed my bosses OK to do that. I didn’t get it. Instead, he asked me a series of questions about what I knew about John. His background and family life. His aspirations. He also asked me about how I set expectations and how I communicated that to John.

I was faced with the reality that this was to a great extent my own doing. And that’s when my manager dropped the bomb on me. He said, 

“Leadership creates all the problems. Leadership is also the only ones who can solve the problems.”

The Caring Leader The Boldly Lead WayBoldly Lead Logo

Leadership is the focal point of how we will solve the issues we face. It begins with a process that I call The Boldly Lead WayTM.

Caring leads to connecting. Connecting allows you to positively Influence. Influencing is the only way you can truly Lead.

Notice it starts with caring. If you want to solve the problem of disengaged workers you become a caring leader. It is only through caring for our people that we create a culture that promotes engagement. The employee still has to make the decision to engage, but when we create the right environment we make that decision easy.

How to Care

Get Personal

A full-time employee will spend eight or more hours a day at work. Out of a 24-hour day, if you are getting your prescribed sleep then you sleep for eight hours. Many don’t, so let’s call it seven hours. So you are awake for 17 hours. That means almost half of your waking hours are at work! One-third of your total day!

Can you just turn life off and put emotions in check for 8 or more hours a day?

Neither can I. No one else can either. We are emotional beings. Emotions are personal.

In addition, you want people on your team that are engaged. That involves passion and a sense of significance.

So reject the idea of impersonal business relationships. Everyone wants to know that they are important, that they matter, that they are part of a family and that they are significant. You’ve got to get personal to do that.

Care About What They Care About

What people really want to know is that what they care about matters. If advancement in the organization is a hot spot for them, it should matter to you. What can you do to encourage and help them? 

And this is not limited to workplace issues. If feeding the homeless is a passion of theirs, you need to care enough to support them in that. Does that mean you have to join the board of the local homeless coalition? Not unless you want to. Does it mean you support and encourage your employee in their cause? Without a doubt.

Know Their Family

What is the name of their spouse, partner, or significant other? Do they have children? How many? What are the children’s names? Do you know the birthdays of all of them? What are the important challenges their family is facing? 

The caring leader knows their family. It’s their WHY. An intrinsic part of their motivation. 

Listen Carefully

At the end of the day, people don’t really want you to solve their problems. They really just want to be heard. They want to know that you care enough to hear them. We listen to those we respect and love.

Nothing shows love, respect, and esteem more than the intent listening ear.

Find out more about becoming a caring leader. ACT NOW to get a copy of my e-book 15 Innovative Ways to Show Employees You Care. This valuable resource is my gift to you!

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Leaders Learn to be agile

Businessman in education and learning. leaders learn

There’s no doubt about it, we live in a complex world.  And in this global economy it is important to be agile; to be able to quickly respond to the changing demands of our society and our economy.  Adapt to change or else.  It’s the reality of the new economy. 

Grow or die.

There is nothing in between.

Leaders Learn to Promote The Learning Organization

The best way we grow is through continual learning.

 Peter Senge, in his book The Fifth Discipline, advanced the principal of the Learning Organization. Basically, a learning organization is one that engages all the members of the organization in continual learning. They recognize that as everyone learns, the opportunities grow through greater knowledge and capability.   These companies invest in their people to move them and the organization forward.

 

Leaders Know This Personally

The most influential leaders learn this lesson through their own experience. Warren Bennis said, “It is the capacity to develop and improve their skills that distinguishes leaders from followers.” 

Leaders know this because they live it. In their desire to truly serve the people they lead, leaders discover that they must constantly expand their capacity. That doesn’t mean expanding it in terms of time or even effort. Great leaders expand their capacity to think, which can only happen through learning and growth. As we mentioned above, staying agile is critical. Agility is only possible through growth. Grow or die.

Benefits of the Learning Organization

Never stop learning written on a memo stick. Lifelong learning concept.

The result is a more empowered organization, one that is flexible enough to adapt, They develop a mindset of creative solutions. It’s been proven that the more we learn the more creative we become. Employees collaborate more. There is improved employee morale. Productivity rises. And you create an ongoing legacy so that when the inevitable happens and someone moves on to another role, there is someone ready to step up into that role. Real sustained success as a leader and an organization comes from intentional continual learning. There is no substitute or shortcut.

How to get started on becoming A learning organization

Just think DIME

The basic tenets that get a leader or organization on the road to becoming a vibrant learning organization are contained in the acronym DIME.
DAILY
Growth has to occur on a daily basis.  I often talk about being a 1%er and this is what it is all about. Focus on growing yourself by just 1% a day.  That doesn’t sound like much, but over time it compounds and at the end of a year you have grown yourself over 365%.  As the saying goes, by the mile its a trial but by the inch its a cinch.  This does not necessarily have to be formal learning every time.  It could be something as simple as having the team reflect back on the day and talk about lessons learned.
INTENTIONAL
Too many times we chase the next SHINY OBJECT. Being a high “I” personality on the DiSC profile, this is one of my biggest struggles. I am very attracted to THE NEXT BIG THING. The seminar postcard that came in the mail. The book someone recommended we get. The video on LinkedIn or Facebook. And we pursue these without really knowing whether it meets our needs or the needs of the organization. Chasing the shiny object is not a growth plan, it’s a random series of events.  We must be more intentional about choosing the growth path that best meets our immediate and future needs.
MISTAKES
Don’t be afraid to make mistakes. Leaders learn their best lessons from making mistakes. Success doesn’t occur with big time screw ups. Give yourself permission to take risks and make mistakes.
Give your employees that same permission to go out and make mistakes without fear of punishment. It is from our mistakes where we are going to learn some of our best lessons about how to move forward.
One of the best stories I have heard on this is about an engineer who discovers a design flaw he made. He calculated it was going to cost the company over $150,000 to fix it. He knew he had to tell the CEO. He fully expects to be fired for this grievous mistake. Late in the day, he reluctantly makes his way into the CEO’s office and slowly unfolds the tale of this costly disaster. When he finishes he says, “Well, I’m sorry. I’ll go clear out my desk.” The CEO says, “No you won’t! I just paid $150,000 for you to learn a lesson! I’m not letting you go now! But you better learn it!
ENGAGED
Leaders learn by engaging in this learning process.  Encourage your employees to engage with one another so that not only do they learn from their mistakes but also from the mistakes of others.  This can significantly shorten the learning curve and allows us to move forward at a much quicker pace to become the dynamic learning organization that is prepared for the future.

How do your leaders learning?  How do you learn?  Share your comments below.

Walking the path of a learning leader and learning organization is challenging. Never do it alone! Let me walk along with you and help you succeed. Schedule your free Discovery Strategy Sessiontoday!
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Trust is the Key Element

Young man in formal clothing and eyeglasses swearing in being trustworthy while looking at camera.

Have you ever been in a situation with other people where something just seems to be missing? There is an uneasiness in conversations. This really stands out among teams. Discussions about work and assignments just seem to have this “air” about them. Something just doesn’t feel quite right.

Then it hits you. There is a lack of trust. Either you don’t trust them or you get the eerie feeling that they don’t trust you. It may even be both. As a result, things are not flowing. Work is not nearly as productive as it could be. You may even be missing deadlines. Communication suffers. The team just does not mesh together. And until that is resolved, it will only get worse.

Trust is Character

Some years back UCLA did a survey of 1300 executives around the country and they asked for five traits that were keys to advancement for employees. All 1300 of them included INTEGRITY somewhere in the list.

Here’s the real kicker.
71% of executives rated INTEGRITY AS NUMBER ONE TRAIT!
Integrity comes from trust. You can’t have integrity with others unless they trust you. So, obviously, being trustworthy is a critical character trait if you want to move up the corporate ladder, keep your employees, or build your customer base.

 

  • Bob Burgwill tell you that “all things being equal people will do business with people they know, like, and TRUST”.
  • The first law of the Boy Scout Law   , which defines how a Boy Scout is supposed to live their life, is A Scout is Trustworthy.  Here’s the explanation: “A Scout always tells the truth. He is honest and keeps his promises.  People can depend on him.”

The Key to Any Relationship

Trust is critical to any relationship or team

Our trustworthiness is also quite obviously a key to our relationships with others.  

  • If your spouse or significant other can’t trust you, the relationship is destroyed.  
  • Once your friends learn not to trust you and count on you, then they will simply no longer expect anything from you and eventually will simply stop being around you or having your around.
  • When your co-workers can’t trust you, then you will not be able to function as a team.  
  • If your employees can’t trust you, they will become disengaged and productivity suffers; not to mention the bottom line.

We know this, yet somehow the focus on trust seems to be lost somewhere in the desire to “close the deal” or secure what we want.

When we focus on trust, however, we find that acquiring those things and closing that deal becomes easier because of who we are and what we stand for.
When we are trustworthy, we are the goto person that everyone counts on to make it happen.  That has value in so many ways, including financially.

The Kiss of Trust

Trust brings opportunity. Many years ago I was part of a training development company that had just made the INC 500 list.

Our development team was small – I was the third member. Despite being the junior member of the team, I was given a prime opportunity to be trustworthy.
The company focused primarily on software training. For a particular course, we would typically produce a disk and a manual to accompany it.

Opportunity to Build Trust

A new software, something called

Windows

, was coming out. The president, a man of great vision, saw that it would become big. We needed to produce a premier training product for this. At the same time, he wanted a total redesign of the product. He came to me. “I’m putting you in charge of this,” he said. “I’ve seen your work and I think you are the man to give us something totally new. Raise the bar! No limits!”

“Oh, you have one week to give me a prototype!”
One week! To give something totally new and evolutionary. I didn’t know how I could possibly deliver something like that. Yet I knew that I was being counted on to deliver. Mess this up and we are behind.
I delivered. On time. I turned it in to him for review and thought nothing more of it. Just doing my job.
The next day this company president sternly walked into our office space. “Paul, come here a minute,” he ordered as he placed a chair in the middle of the room. I was confused. Had I failed? Was he going to publicly embarrass me for my failure?
He ordered me to stand on the chair. Now I was really bewildered. Was I going to change a lightbulb? “What in the world is going on,” I thought!
“I’m doing this because my back can’t take my getting on the ground,” he explained. 

Then he leaned over and KISSED MY SHOE! 

“I absolutely LOVE the new product! I knew you would come through and you did! I felt I needed to make sure you knew it!”
He had placed his trust in me for this new product. As a result, I was determined not to let him down and I put in the long hours to get in done. I did my best to go above and beyond to exceed his expectations. I did not want his trust to go unfounded.
And because he made himself vulnerable I learned I could trust him. Because he showed me respect I knew I could count on him. I trusted him. And from that moment on until the end of my time at that company I was prepared to do whatever he asked me to do. We are still friends today and I still greatly admire and respect him.
Being trustworthy is the deal-maker…or the deal breaker.

Trust is a Two-Way Street

It’s not enough that we are trustworthy as leaders, it is also critical that we can trust those whom we serve. In fact, the first move is always ours. If you don’t trust them, they will never trust you. You can have a proven track record yet if you make it clear that you don’t have trust in your team they will never fully trust you. They will always think you are holding something back. You may even have their grudging respect but will never have their trust until you first learn to trust them. 

Here are some ways you can build trust on a daily basis:

  1. turning up the dial on trustLEARN TO TRUST – start small by delegating out small tasks you would normally do to individual team members. Give them a deadline. Offer support. And let them have at it. I believe you will be surprised at the results.
  2. PRODUCE RESULTS – when you have a proven track record of accomplishing things people will trust you to do the things you say you are going to do.  Meet the deadline or accomplish the task no matter how challenging it is.
  3. GIVE YOUR WORD ONLY WHEN YOU MEAN IT – Don’t make promises you can’t keep.
  4. KEEP YOUR WORD AT ALL COSTS –  This is critical.  When people know that no matter what you are going to do what you say you are going to do, then your trustworthiness grows and builds over time.
  5. BE CONSISTENT – Consistency is a key to both trustworthiness and integrity.  People need to know what they can count on.
  6. RESPECT YOURSELF AND OTHERS – When you show respect for other people and respect yourself, then people will believe and trust that you are who you say you are and you will do what you say you are going to do.
Is that team dynamic not quite there? Don’t let it get away from you! Let’s fix it together! Schedule your free Discovery Strategy Session    and let’s see how I can help you and your team MOVE TO THE NEXT LEVEL!
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Why Employee Happiness May Not Really Be Your Goal

Happy and Unhappy faces. Does emplyee happiness equal engagement?

Are you focusing on the wrong thing with employee engagement? It seems that in many cases we are. Do a Google search    on employee engagement and see how many other words pop up with it. When I do one of the words that comes up most frequently is happiness. The suggestion is that employee happiness and employee engagement are one and the same.

In fact, overall too much time is spent on employee engagement thinking about employee happiness. On the surface there seems to be good reasons for it.

For example, studies have shown again and again that happy employees are more productive. According to a Warwick Study   , happy employees are typically 12 percent more productive than unhappy employees. Many other studies make similar claims that happiness is securely bound to productivity. 

happy employees at work. A Wharton Study    suggests that employee satisfaction results in two to three percent higher returns for shareholders. Another study suggests five times better stock performance over organizations with lower employee satisfaction. This was primarily based on a study of the 100 Best Places to Work compared to organizations that didn’t make the list.

Still    more research    indicates that organizations experience 30 percent higher customer referrals when employees are happy.   

And of course, there is the matter of employee retention. Tons of articles all touting significant increases in retention when job satisfaction is high.

Here is Where It All Goes Wrong

The issue I have with all of these studies (and many others) is that they try to create correlations that aren’t there. Mostly they try to use other words or concepts to mean the same as engagement.

The Warwick study is the exception. There is absolutely no doubt that happy employees are more productive than unhappy employees. Beyond just that one study, the evidence is overwhelming and indisputable. Higher productivity is affected by employee happiness. What you can do about it is another matter, but we’ll get to that in a minute or two.

Employee satisfaction is not the same as happiness. A person can be satisfied with their work conditions and job responsibilities and yet not be happy. Tying happiness to employee satisfaction greatly limits the scope of happiness.

Many other studies, such as the one reporting 30 percent higher customer referrals, mix engagement and happiness. As evidence of that, what the researchers did was administer an employee engagement survey to their subjects. I have written before about what a waste of timemost employee engagement surveys are. Aside from that, when the researchers wrote their conclusions they didn’t talk about engagement. They talked about happiness. Again, making the assumption that engagement and happiness are the same. They’re not. Not even close.

The result of all this is a muddying of the waters. Instead of focusing on things that really make a difference with our team or organization, we focus on making people happy. We fail dismally as a leader when we try to make everyone happy. It just can’t be done. So stop trying.

Six Secrets About Happiness

Happiness is not engagement

It actually is possible for an employee to be engaged at work and not really be happy. There is no research I could find that legitimately ties happiness to engagement. 

Let’s understand exactly what employee engagement is to understand why happiness is not the same thing. Engagement is when an employee at work is functioning with the best interests of the organization in mind. Their attitudes and actions reflect the values and goals of their team or organization. 

Woman working happily in garden. Happiness is affected outside the workplace as well as in.Just the specific scope of being happy at work concerns much more than just whether or not a person is engaged. Do they affect each other? Without a doubt. Happy employees are more likely to be engaged. Being engaged makes it easier to be happy. Yet happiness expands beyond the scope of just engagement. Or the workplace for that matter.

Happiness is Not Job Satisfaction

Again, a person can have job satisfaction and not be happy. Job Satisfaction has to do with whether you like what you do. It is affected by the particular tasks and responsibilities you have. Whether or not you are being challenged and utilizing your best skills. Co-workers, environment, managers all factor in there. You can be satisfied with your job and not necessarily be happy.

You Can’t Control Happiness

Even if all of the above was not true it wouldn’t matter. Employee engagement and happiness and job satisfaction are all one and the same. Employee engagement surveys are excellent indicators of employee happiness. So what?

What you can’t get away from is that no matter how much you know about the level of happiness in our employees you simply cannot control it. YOU CANNOT MAKE SOMEONE ELSE HAPPY, despite what all the love poems and sonnets tell you. And that’s not just in the workplace, that’s everywhere. You can no more make someone happy than you can change the past or predict the future. 

And the fact that happiness is beyond the workplace is another reason we can’t control it. Whether or not someone is happy is not just determined by work but also by their lives outside of work. Relationships, involvement, circumstances. All things that affect happiness that carries over into the workplace.

Ultimately, we cannot control the happiness of others. And here’s why.

It’s a Personal Decision

Happiness is not determined by outside factors. Happiness is a choice each individual makes.

I have known people who seemed to have everything and yet never quite seemed to be happy. By contrast, I know others who have very little and are always happy it seems. What makes them happy or not is that simply they choose to be happy. It’s cliche but that doesn’t make it any less true.

The Apostle Paul said it best when he said,

“I have learned to be content in whatever circumstance I find myself….I have learned the secret of living in every situation, whether it is with a full stomach or empty, with plenty or little.”

What Paul is saying is that he made a conscious choice to be happy no matter what was happening to him or around him. 

Your happiness is entirely up to you. And so is theirs.

It is Not Measureable

Even IF we could control happiness, exactly how would we determine the level of happiness each person feels. Other than asking them I know of no other measurement. Apparently, no one else does either as evidenced by all the research we cited before where happiness is measured by engagement or job satisfaction or productivity. If that is all wrong (and it is) then we have no real measurement of happiness and nor do we want to.

Culture Rules

While we can’t control happiness we can create an environment more conducive to happiness. It’s not so much making them happy as it is removing reasons to be unhappy. It has to do with the culture we create in the workplace.

When you place a high priority on caring and showing employees you care. When a high value is placed on people and that is reflected in the way they are treated. When core values are clear to everyone and reinforced in your own behavior and in the behavior you expect from others.

If you put people in circumstances where their best skills are being used and challenging them to grow. When we value their input and their output. Make it so each person feels like a valuable part of the team, the organization, and it’s goals. 

Control what you can control. Create circumstances where employees are able to have higher job satisfaction and become more engaged. Give them reasons to choose to be happy.

Are you ready to be the boss everyone wants to work for? Do you want to re-engage your employees? Reduce conflict? Contact me TODAY for a free Discovery Strategy Session    and let me show you how to get started right away!
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