If you are, you may suffer a drop off in engagement, innovation and productivity. At the same time if you don’t spend enough time with the boss, the same can occur.
So what’s the optimal time spent with a boss? Well, according to a study by Leadership IQ, a leadership and training firm, six hours per week is optimum. More hours can hinder an employee’s productivity and engagement just as too few hours can.
By contrast if you spend too much time with an employee, then you likely have not hired the right person.
Or you don’t trust them. It’s OK to keep a new hire close, but if you never let go that person will not develop his or her skills. And if that individual does have talent, he or she will migrate somewhere else. No one likes to be micromanaged.
Spending six hours per week with the boss is a good idea, sure, but more important is time invested by the leader — together with employees — in building an enterprise where people can work with intention and purpose that deliver results that are mutually beneficial.
Improving employee engagement is not simply about improving productivity — although organizations with a high level of engagement do report 22% higher productivity, according to a new meta-analysis of 1.4 million employees conducted by the Gallup Organization.
In addition, strong employee engagement promotes a variety of outcomes that are good for employees and customers. For instance, highly engaged organizations have double the rate of success of lower engaged organizations. Comparing top-quartile companies to bottom-quartile companies, the engagement factor becomes very noticeable. For example, top-quartile firms have lower absenteeism and turnover. Specifically, high-turnover organizations report 25% lower turnover, and low-turnover organizations report 65% lower turnover. Engagement also improves quality of work and health. For example, higher scoring business units report 48% fewer safety incidents; 41% fewer patient safety incidents; and41% fewer quality incidents (defects).
While people define engagement in various ways, I prefer a plain and simple definition: People want to come to work, understand their jobs, and know how their work contributes to the success of the organization.
Jim Harter Ph.D., a chief scientist at Gallup Research explained what engaged employees do differently in an email interview: “Engaged employees are more attentive and vigilant. They look out for the needs of their coworkers and the overall enterprise, because they personally ‘own’ the result of their work and that of the organization.”
Finding a good working relationship with people different from you is good advice.
It’s not always easy finding opposites to work with. Here are three attributes to look for when seeking opposite types for your team:
Curiosity. Curiosity is the stimulus that drives people to ask questions that begin with the word “Why?” These are types who question assumptions.
Capacity. People who are hungry for challenges are those that have a capacity to work hard. You want people who will put themselves into their work.
Cooperation. All of us have different likes and dislikes. That’s what makes us uniquely the people we are. That’s good. What is not so good is the feeling that we must do things our way all of the time.
By putting mission first, the savvy executive ensures that individual differences are channeled to improve probabilities of success.
A great many organizations invest a significant amount of money in trying to improve themselves. This commitment to getting better is laudable, but many times organizations overlook something within their organization that, when tapped, can sharpen focus, tighten alignment, hone execution, and — in the process — deliver better results. It’s called purpose.
While a veritable tsunami of resources — many of them first-rate — exist to help individuals discover purpose, a mere trickle of resources are available to help organizations discover theirs. This dichotomy led me to research ways to help organizations discover their purpose, and upon discovering it find ways to put it to good use. The result is Lead With Purpose, Giving Your Organization a Reason to Believe in Itself.
Purpose, as savvy leaders know, is the foundation for creating vision, executing the mission, and abiding by the values of an organization. Culture emerges from purposeful organizations, because purpose is what shapes individual’s beliefs and organizational norms. That foundation is essential, because it opens the door for organizations to do four important things, all of which are vital to success…
When things go wrong, blame – and solutions as well — begin with people at the very top.
Such is the case with the water supply for the city of Flint, Michigan. It is undrinkable because of high lead levels. How it happened is a study in expediency as well as arrogance.
Governor Rick Snyder appointed an emergency manager in an attempt to revive the city’s finances. In April 2014, the emergency manager, decided to replace the city’s drinking water which came from Detroit with water from the Flint River.
River water was cheaper but far more corrosive and as a result the harsh water damaged the city pipes allowing lead to leach into the water supply. Damage done to the pipes was discovered but it was ignored for months allowing Flint citizens to continue to use it.
I play piano for fun and sometimes when I play, especially for a new audience, I get a bit nervous.
And so I turned to Dr. Julie Jaffee Nagel, who in addition to being a licensed clinical psychologist is a former concert pianist. Julie specializes in performance anxiety. What she advised changed my perspective.
“Focus on sharing rather than proving,” Dr. Julie said. When you focus on giving rather than impressing you become more relaxed and more calm.
Sharing is rooted in respect for others and in the joy that comes from meaningful collaborations.
Satchel Paige once said, “Don’t eat fried food, it angries up the blood.”
I would adapt that advice to Republican voters seeking to choose their nominee for president. If you want to stay calm, don’t watch the presidential debates.
The most recent debate, held in Charleston, South Carolina, was a festival of vitriol. Ted Cruz spoke like a vengeful Old Testament character threatening hellfire and brimstone on the enemies he sees everywhere. Marco Rubio hurled his talking points like daggers, sharp and cutting to everything that stands in his way. And Donald Trump prided himself on the “mantle of anger” he wears as a complement to his mission.
… Being reasonable requires self-discipline and for that reason the example of Satchel Paige merits more consideration. Paige knew something about anger since it was prejudice of the times toward him as a black man that prevented him from playing in the major leagues until he was way past his prime. “They said I was the greatest pitcher they ever saw…I couldn’t understand why they couldn’t give me no justice.”
Doubt, while annoying and irritating, can be a leader’s best friend.
When a leader hesitates, pausing to consider the assumptions as well as the options, she is doing what the organization needs.
How a leader responds to the second-guessing is a measure of his ability to withstand pressure. Knowing in your heart that you made the best call you could make at the time forms a foundation for going forward.
The leader has only her gut to trust. And when she can look into the mirror and say she made the best decision possible at the time then that is all you can ask.
This HR adage has been around sometime and while certainly valid, it does not address the entire picture when applied to an executive on the rise. Certainly the individual must have smarts, a combination of old-fashioned “book-learnin’” and business acumen. Additionally, the executive must possess the ability to maintain an emotional equilibrium with self and with others.
Truly successful executives must possess more. According to my colleague, Kevin Butler, former chief human resource officer at Delphi, these executives combine two elements in their leadership. They are socially aware; they understand people’s needs, wants and differences. They socially manage; they know how to leverage differences as well as likenesses in order to bring people together for common cause.
Awareness plus management is crucial. It’s one thing to be able to understand people, but, as Kevin points out, you also need to be able to get aligned toward common goals. This requires true leadership.
Understanding people goes beyond knowing their work or even their personal history. It requires the ability to observe dispassionately so that you know how they work best and why. From a management perspective, you put such people into positions where they can excel. Such talents, coupled with skills, makes them a good fit for some jobs but not others. Too often, talented people are put into positions for which they are not suited, and they flounder.