It’s Like Riding a Bike

Do you remember the time that you learned how to ride a bike? 

I’m sure you do.  I’m sure most of us do. 

I’m sure that most of us will remember that tentative period between the day the training wheels came off and being sufficiently competent to ride unassisted. 

Flying solo as it were. 

Getting better at it, every day. 

Sure, you had some scrapes along the way but all-in-all you got better and better at it.  And the better you became the more you enjoyed it; because, it brought a new found feeling of confidence, a sense of enjoyment, a sense of purpose and empowerment.  All pretty exhilarating experiences for someone under the age of ten. 

It was such a sense of emotional achievement that it became one of the small milestones in your life.

And that’s why you remember it.  The sense of unqualified yet qualified mastery. Some of you will be visualising it – right now.  And feeling that sense of euphoria you felt on that day that you learned to ride your bike.

Now imagine if you could recreate that experience in the workplace.  Imagine if you could recreate those emotions in people that work for you and with you.  Now that would be quite something wouldn’t it?

You see, success breeds success.

Employees who are supported and coached throughout challenging processes have their intrinsic esteem-needs rewarded by their success which, in turn, provides the motivation to progress.

Without encouragement and the provision of a safe and blameless environment, most of us would still be riding our bicycles with training wheels attached – too fearful to allow anyone to ever remove them. Someone probably taught you how to ride your bike – even if they only gave you a few pointers to get you going.

So, who caught you when you fell and who was by your side to encourage you? Who cheered with you when you finally made it without falling over and scraping your knees again? Whoever they were; they were supportive, encouraging, patient and forgiving. And undoubtedly, within weeks of celebrating your success of going solo – you were looking for obstacles to go through and ramps to jump off as you pursued new challenges in your riding experience.

Research shows that when people feel intrinsically motivated, they enter into a high performance state, predominantly fuelled by three fundamental human needs:

First, is a sense of purpose - the need to feel that we are contributing and progressing towards something that is worthwhile and achievable.

Second, is in mastery - the sense of being competent, celebrating our successes and expanding our abilities.

And third is autonomy - the desire for self-direction and choice. The freedom that learning to ride provided us with.

If an employee is fortunate enough to work in such a supportive culture which encourages ambition and talent to flourish – then it’s conceivable that challenge pursuance will be the norm.

With best wishes,

Keith

'I See Dead People' - How to Stop Your Employees from Leaving YOU!

In my job, I see a lot of unhappy people.  Their long-term ambitions in their current roles are dead. 

In short...

Job satisfaction, or rather a lack of job satisfaction appears to be the main reason for their unhappiness. 

It’s a wonder that many people stay in jobs they dislike.  No, wait, I’ll rephrase that.  It’s a wonder that so many people stay in jobs with people they dislike.

Good people leave their jobs every day.  You knew that already.  The fact that you do may tell you that it’s a common occurrence.  Question is, why?

Some leave to pursue other interests and others may wish to further their careers in larger organisations.  Many - and by many I mean the majority, will leave because of someone or something that they can no longer tolerate.  And if it’s something, you can bet that whatever that ‘thing’ is has been created by a certain someone. 

If you are responsible for three people or more in your line of management, then allow me to just park this thought into your head; it’s highly likely that at least one of those three employees is considering leaving their job because of YOU or because of something you’ve done or are not doing.

You probably don’t even know it. 

So, when they’re spending longer and longer time away from their desks or wherever it is that they would normally perform their work, it could be that they are researching for their next move.  Maybe they’re in the restrooms using their smart phones to search for new vacancies or taking calls from recruitment agents or prospective new employers.  Maybe, they’re sitting in their cars right outside your building negotiating new contracts.  Perhaps that mid-week sick day that one of them has just taken could really have been an interview elsewhere.  Their later than usual completions of fairly routine tasks could mean that they’ve stopped caring because all they’re waiting for is a new contract to sign and then they’re ‘outta here.

Stop me if I’m making you paranoid?

It’s always sad when the relationship turns sour.  Because it means that someone somewhere has not kept to their side of the deal.  Expectations have not been met, promises were broken; trust is lost.  All that remains in the absence of trust is an isolated and unstable structure that will inevitably topple. Trust is the foundation of every relationship and no structure can withstand pressure or serve its purpose without at least possessing partially-solid foundations or roots in the ground.

Question:  How long does it take to fully disenfranchise an employee? 

Answer:  As long as it takes them to start looking for something else.

A 2012 survey conducted by Harvard Business Review showed that high achievers, 30 years old on average with great school and work credentials, are leaving their employers after an average of 28 months. Furthermore, three-quarters of them admit to sending out resumes, contacting search firms and interviewing for jobs at least once a year during their first employment. And 95 percent said they regularly watch for potential employers. 

You don’t believe me?  ‘Google it' my friend!

Your search engine research will state the common reasons why people quit their jobs but to save you the bother – take it from me, the common cause is because of other people.

What managers tend to forget is the cost incurred when someone leaves.  It’s seen more as an inconvenience to most when in reality; departures have a direct effect on the bottom line.  This is not necessarily about being an ‘employer of choice’ or the creation of providing a great place to work.  It literally could mean the survival of your business.

And think about this, when the news about an impending departure breaks, you can also bet that it stimulates reminders of those New Year’s resolutions that others may have not yet have put into action.

Question: How do you stop your employees from leaving you? 

Answer: Communicate with them and ask them what they really want to do.  Then, find out where you can accommodate them in your plans.  If they’re worth hanging on to then you’ll find a way of keeping them. But don’t just concentrate on keeping them.  Concentrate on keeping your promises.

Most people leave without ever having such a conversation.  Many employees will be too uncomfortable to address the situation through direct communication with their boss. 

As a manager, you should initiate these discussions and do so with frequency.  Otherwise, your star performer may be about to sign a contract with somebody else and become committed to leaving you.

It’s really not that difficult.

With best wishes in all that you do - especially when it concerns looking after your people.

Keith

Acknowledgement to BUENA VISTA for the embedded picture

How to lose friends and disenfranchise people

We’re Landlords of a property in Scotland.  It’s no big thing, just a three-bedroom apartment.  The Letting Manager has stopped responding to our inquiries and refuses to return our calls.  We don’t mean to bother him.  It’s just that we haven’t received all of the rent.  I think that’s good enough reason to disturb his lunch don’t you?  Maybe he doesn’t like being a Manager anymore.  Perhaps the fun has worn off and it’s all become too much trouble.  He’s still taking his 12% cut though.  So why wear the badge if you’re not going to be the person it that it represents?

Isn’t it odd that many people aspire to win the coveted title of ‘Manager’ but when they eventually realize their goal they become the most ignorant and worthless operators who struggle to acknowledge their past ambitions let alone recognize the individuals that make up their team or department or organization?

It amazes me that people operating under this umbrella-title so often relinquish their responsibilities so soon after acquiring them.  You would think that they’d throw themselves into the role.  After all, they’ve waited for it long enough.  They’ve supposedly worked hard for it.  Yet once they’ve had the title bestowed upon them too many will duck and dive; seek to blame others and generally act totally irresponsibly.

The thing is...  The title ‘Manager’ is supposed to mean something.  Look it up in any dictionary and you’ll see that the title infers some form of higher level of responsibility, accountability and authority.

I know of an Accountant that was particularly good at his job.  So much so that he was placed in-charge of the firm’s Accounts Department.  Problem was, the Accounts Department contained people; and he was now in-charge of them too.  Clearly this was another challenge that he would be able to take in his stride because he was such a great Accountant. 

Wrong!  Totally wrong!

So the point here is two-fold:   

First, if you’re an aspiring manager (or you may already hold this title) then please remember what it means to be a Manager.  I don’t mean a systems manager or a manager of equipment but I mean a Manager of People.  There are expectations held by everyone that once they see your badge they assume and expect that you’re up for the job. It tells everyone that you are proficient as a Manager and more importantly that you give a damn. 

Secondly, if you’re considering promoting someone into a managerial role then you must consider their ability to manage others, otherwise it’s unfair on the Manager, the people that hope to be managed and you’ll end up looking like an idiot.

As ever, with best wishes in all that you do,

Keith