Gone are the days when a paycheck, the employee of the month award, and the gold watch at retirement were sufficient motivators for people to perform at their best or to remain loyal and dedicated to the organization.
Just as technology has increased the borders of our markets, it has also increased competition for the best and brightest employees.
Employees today seek to work for a company and leaders with whom they feel proud to be associated and who treat them like active contributors, not passive producers. They want to work for leaders who appreciate the value they add and rely on their passions and talents to every extent possible.
As such, influential leaders engage their employees in various ways, to include:
- Communicating effectively and regularly
- Sharing appropriate information
- Soliciting feedback
- Rewarding and recognizing good work
- Responding to personal and professional needs
- Providing timely and adequate resources and guidance
- Inviting then into decision making, problem solving, and the brainstorming process
All of these tactics have a behavior component to them and require a behavior awareness of the individual leader for their employees. What type of workforce do you want to create? Your behavior makes the difference. As leaders we make a purposeful decision to engage our employees. Although engagement is a personal matter, influential leaders acquire and practice daily a behavior skill set to create a culture that promotes a sense of personal ownership, accountability, and responsibility among their team members.