| If your managers aren't engaged in your business, then | | | | covered everything at the monthly meetings. Yet |
| it's likely their employees are not engaged either. That's | | | | productivity in his area was not what he would like it to |
| like having pilots in a cockpit flying blind. | | | | be, and his own manager was beginning to wonder |
| The demands of today's company leaders are high | | | | why. |
| and intense with layers of complexity. In fact, most of | | | | After leadership training, he began sharing more |
| your leaders are probably technically competent, but | | | | information with his team members on a regular basis. |
| they lack experience and the effectiveness that make | | | | He was on the floor more and began to talk with the |
| them truly good leaders who can keep their | | | | team about the quality and quantity of their work each |
| employees happy and consistently engaged in the | | | | day. After a couple of weeks the employees began |
| core values and goals of the organization. | | | | opening up about issues or ideas they had for |
| Engagement equals productivity. | | | | improving productivity in their departments. After a |
| So how do you keep your leaders flying with their | | | | couple of months the entire team was engaged |
| eyes wide open? | | | | together in improving the productivity and quality of |
| Greater impact on the rules of engagement in your | | | | their output. Joe's team was on track and headed to |
| organization can be realized every day by your | | | | the top. They are now flying high and proud of it. |
| leaders' ability to do these three things: | | | | Keeping them on the team |
| -Maintain and enhance employee self-esteem while | | | | Studies show that when employees feel good about |
| dealing with everyday issues | | | | what they are doing and they are on the same page |
| -Base discussions about performance and work habits | | | | with their boss, they tend to want to stay with the |
| on behavior, not personalities and attitudes | | | | organization. Joe didn't realize it at the time, but the |
| -Involve employees in general problem solving and | | | | frequent interaction and information exchanges with his |
| decision making | | | | team built up the existing relationships he had with |
| Everyone is flying in the same direction | | | | them. When challenges came, the team members |
| These skills are so important. People need to know | | | | were better able to handle things, and trust grew within |
| where they are headed on a regular basis - not just | | | | the group. As a result, the team consistently |
| once a year or once a quarter. Each employee needs | | | | experienced fewer turnovers. That's a benefit not only |
| a daily dose of involvement with his or her manager. | | | | for the team, but the entire company because |
| Informal conversation about what's going on in the | | | | productivity doesn't falter. |
| department and the work each employee is doing is | | | | According to the U.S. Department of Labor, 76 million |
| very effective in keeping the team flying in the same | | | | baby boomers will be eligible for retirement by 2011. So |
| direction. | | | | keeping great leaders and skilled employees is |
| Joe is a manager for a manufacturing plant. He | | | | essential as the labor pool continues to shrink. |
| manages a work team of 10 people. Prior to receiving | | | | So if you think effective leadership doesn't matter that |
| training on leadership skills, he spent most of the day in | | | | much, think again. Over the next 50 years, the U.S. |
| his office looking out the big glass window into the | | | | labor force is projected to grow at about one-third of |
| shop. Before, he always felt like if there were a | | | | its current rate. Good leaders with these essential skills |
| problem, someone would let him know. Besides, they | | | | will keep your great workers engaged and productive. |