You need customer trust, so they’ll keep doing business with you. There’s another aspect of trust that can make a big difference for your bottom line. It starts much closer to home – with your employees.
Your employees may love their jobs and love the culture you’ve created together. That contentment won’t stop them from paying attention to status changes.
Is your wisecrack going to be perceived as hysterically funny or just plain rude? It’s worth paying attention to what’s happening in your office environment. New research from the University of North Carolina shows that rudeness negatively impacts job engagement and performance.
If your folks are making their numbers and completing projects on time, you might think your leadership strategy should go on auto pilot. That would be a mistake, says Bruce Court.
It might start as a petty squabble about the best day to release a regular report. Before you know it, two of your valued employees aren’t talking to each other. What’s your next step?
Is the new service you just introduced to the market a big hit? Congratulations. Now, all you have to do is maintain company culture as you grow. Here are a few suggestions.
When too many employees leave, execs throw more training at managers. This action, senior execs figure, will keep staff turnover to a manageable level. Companies that dig deeper to get at the root cause of employee departure may be in for a surprise.
Managers, are you having trouble understanding why an employee’s work habits are driving you crazy? Have you reached the point where you’ve actually yelled at that employee for no good reason? If so, it’s time for you to concentrate on self-awareness.
Many employers believe that money is the most effective instrument for motivating employees. The problem is that this method gets expensive and doesn’t work as well as positive, non-monetary motivators. There are other positive motivators that excite many employees even more than money.
“Important question to get started here!” Deb Calvert said to the crowd attending the Leadership+Talent Development Summit in San Diego. “Chocolate or peanut butter?” Some shouts for chocolate rang out and some mumbles for peanut butter were sounded across the room, but when a few rogue attendees said, “both!”, Calvert’s eyes lit up. “Of course it’s both!” she said. “They are better together!”
When employees do a great job, your managers may publicly praise them, and they may get a gift card or a bonus. This established pattern in most organizations certainly builds loyalty. But your recognition programs could be doing so much more.
What is the appropriate boundary between being a boss and being a buddy? Use these seven tips to keep yourself on the right track.