Dear Allan,
I’m a new manager and need advice on how to get my employees more interested in their work. No one says much at our weekly staff meeting and they’re all packed up and ready to shoot out the door at least ten minutes ahead of closing time. How can I get them more engaged and involved?
– New Kid on the Block
Dear New Kid,
Congratulations on holding regular meetings with your staff! Too many managers don’t bother with this key way to involve employees in what’s going on. We’re planning a post on how to improve your meetings – watch for that coming soon. In the meantime, let’s look at some other “tried and true” ideas on helping your employees become more engaged:
#1: People like to work for managers they know, like and trust
If you hide in an office all day and only appear to bark out orders, chances are you won’t win over any staff. Make it a point to stop by and speak to people about the work at hand. Find out what’s progressing and what’s not going so well. People can’t get to know you if you’re invisible.
Be human. Sounds obvious, but many managers think they have to always present a stoic front and be the expert in all things. This old school style of management doesn’t work well. Instead, admit it when there’s a big challenge facing the department and that yes, you are concerned too, but that you know if everyone pulls together, the work will get done. And roll up your own sleeves. The days of galley ships, with hundreds of rowers and one person at the helm are long gone. Work together to solve the issue.
Follow through. Nothing is worse than being asked for an opinion or input, then hearing nothing. If you say you’re going to do something, then do it. And report back to the staff involved.
#2: Ask for help
A manager I know recently shared experience that resonated with me. She told a story of how, after a merger of two companies, the old and new employees worked together to create the best way of doing things. Normally, when one company takes over another, or two departments merge after a downsizing, there can be lots of animosity and discontent. Nobody feels safe, no one has a voice.
How did she avoid this? By asking for help – not from above – but from the people who would be doing the actual work. She created a task force of employees who drew up a list of all the tasks performed. They then looked at both ways of doing the same job and took the best ideas from each company. In some cases, the bought-out company had some great systems and in others, the buying firm had a better handle on certain aspects. A simple chart was created and shared with the rest of the staff, so they could clearly see the advantages of one way versus another. People felt involved and their opinions valued.
#3: Recognize accomplishments
In your staff meetings, ask for input and then follow through. If a suggestion results in a positive outcome, make sure you thank the person involved – in public. No gushy speeches necessary, just a genuine thank you. Mention details about the suggestion and the results accomplished.
Never accept recognition for something that was someone else’s idea. If your own boss commends you, always give credit to the employee who helped solve the problem with you. Make it a point to give your boss a regular update on positive staff interactions. This kind of praise will make its way back to your employees in one way or another (company grapevines are faster than Twitter) and help cement a growing trust that you genuinely appreciate their efforts.
Good luck with this and remember it might take a while and you can’t force people to become engaged at work; you can only create an environment in which they feel valued and appreciated – the rest will follow.
– Allan
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