VIVA NOLA October 2018

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The Struggle to Engage LEAD UP and Motivate Employees By Blanca Robinson <strong>VIVA</strong> Consulting Group Every leader faces this problem. In fact, it is a billion-dollar problem! According to Gallup, only 13% of employees worldwide are engaged, and 25% of employees report that they are actively disengaged. The costs associated with this are staggering in terms of lost productivity and the cost of replacing employees. Engaging and mobilizing employees can be a daunting challenge, but a few simple behaviors can make a huge difference to improve engagement. It i s fr u str ati n g to have to r ead m i n d s Many employees are frustrated because they feel like they must read their manager?s mind. They don?t know how they are doing and how they can improve their performance. The annual performance review is sometimes their only chance to find out, and that event is so stressful and formal that the environment is not always conducive for improvement. Span s of con tr ol con tr i bu te to the pr obl em This situation is not completely the fault of management. In some organizations, spans of control have become so large that managers must complete formal performance reviews monthly. The sol u ti on s ar e si m pl er than you m i ght thi n k There are many simple strategies to engage and mobilize employees. They cost almost nothing to implement, can be put into place immediately, and have huge impact. For instance, one opportunity that many leaders have ? even at the C-level ? is to give more frequent, informal feedback about how each employee is doing. That way, everyone in an organization knows what is expected of them and how they can get better. The 7 qu esti on s There are seven simple questions every leader must answer and communicate to employees frequently. Small, informal conversations about performance go a long way, especially when they include teachable moments about different situations and details. W hat d o I expect fr om you ? W hat ar e you d oi n g w el l ? W hat, i f an ythi n g, cou l d you be d oi n g better ? W hat, i f an ythi n g, d o I w an t you to d o better ? W hat w i l l happen i f you i m pr ove (e.g., m or e r espon si bi l i ty, m or e ti m e w i th l ead er shi p, m or e d esi r abl e assi gn m en ts? W hat w i l l happen i f you d on 't i m pr ove? H ow can I hel p? While all these questions are important, the last question is especially important. It shows the employee that the leader cares and is not merely abdicating responsibility or shifting blame.
La dificultad de involucrar y motivar a los empleados Por Blanca Robinson Las 7 pr egu n tas
Page 1: ISSUE 6 THE PREMIER BILINGUAL MAGAZ
Page 4 and 5: ECONOMIC DEVELOPMENT Dialogue as A
Page 6 and 7: El Sócrates Salón ?El futuro del
Page 8 and 9: America as all countries from Mexic
Page 10 and 11: Redefining Office Space T The co-wo
Page 12 and 13: Por Rachel Str assel Redefiniendo l
Page 15 and 16: GET TOKNOW T u l i o M u r i l l o
Page 17 and 18: numerous boards, conferences and co
Page 19 and 20: Romualdo ?Romi? González ha tenido
Page 21 and 22: comunidad de negocios. El resultado
Page 23 and 24: Palom a Café NOLA EATS An Intervie
Page 25: Palom a Café. Por Leslie Alm eida
Page 29 and 30: A "n ew " d evi ce ever y year ? by
Page 31 and 32: OCTUBRE 10/ 13 & 10/ 20 BAMBOLEO! L
Page 33 and 34: transl ation Descon ectar se Elegir

VIVA NOLA October 2018

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