Establishing and leading a high-performing team can be both a challenging and daunting prospect – but get it right and you’ll be providing your organisation with the ultimate competitive advantage.
In a recent Gallup Employee Engagement Survey, conducted across 49 industries and 34 countries, employee engagement was shown to be one of the biggest predictors of a business’ performance. Those companies with passionate, invested
employees significantly outperformed the competition in all areas – from productivity, quality, profitability, customer ratings and turnover, to reporting less safety incidents, lower shrinkage and lower absenteeism. In fact, 99% of
those engaged companies had four times the success rates of those in the lowest percentile, which is a compelling focus.
An engaged company is one whose strong vibe, dynamism and alignment is tangible to anyone as soon as they walk into that office space. It’s a company with authentic values and one that shows clear evidence of trust and fairness – and,
according to everywoman expert and ‘Discovering your role as a leader’ webinar speaker, Kate Fletcher, achieving these positive results within your own team is very doable – once you know how. Here are Kate’s 10 steps to getting
there.
Firstly, ask yourself: what are the most challenging aspects of being a leader? Maybe it’s dealing with difficult personalities, having tricky conversations, dealing with negative attitudes or building relationships? Perhaps it’s
building bonds across your local team or across geographies and culture; maybe it’s dealing with generational differences? Maybe it’s all of the above!
Now ask yourself how you do on the following: your ability to motivate; how assertive you are and how much you drive outcomes; how you go about creating a culture of clear accountability; how you build relationships that create trust
and transparency, and how you make decisions based on productivity? This is your starting point.
Accept there are multiple challenges in leading a team and that we’re all human and inherently imperfect. It’s how we harness our skills and develop on them to build a great team that’s important – and that doesn’t come in an instant.
Disengaged employees aren’t necessarily the ones with perma-glum expressions and recruitment websites as screen savers – although that’s quite a good indicator too.
Disengaged workers may be happy and satisfied in their job – at the moment. And that’s the kicker. Disengaged employees are also those who sit on the fence; those who don’t go the extra mile or take initiative; those you sense are
sitting around waiting to see how the company fares before making a commitment. They’re also quite likely to snap up the next tempting job offer that comes their way.
According to the Gallup survey, only 17% of UK employees are engaged in their work, 57% are not engaged, while a startling 26% of employees are actively disengaged – meaning widespread disenchantment and a display of vocal, or even
militant, negative attitudes towards the organisation.
They’re the ones who’ve really bought into the purpose of your company. You know they care and want to make a difference. They’re passionate, hugely committed and will freely and willingly give that discretionary effort that makes a
difference.
A great example of an engaged team is the case of the Games Makers at the 2012 London Olympics. Commentators described them as full of community spirit, joyful, helpful, friendly, enthusiastic, and always willing to offer extra help and
wish you a nice day. The Games Makers had an enormous impact on the success of the Games. Tellingly, they weren’t paid a penny!
Engagement is an emotional two-way commitment between you and your employees, based on promises and commitments that are understood and fulfilled. Don’t be downhearted if you feel you’re not helming such a positive team right now. A
disengaged workforce represents your greatest opportunity to improve the success of your organisation – it’s just about using the right tools to bring that about.
Use this four point guide.
1. BE SELF AWARE AND GENUINE: Be aware of your own strengths, limitations and emotions, and show your real self to people – don’t put up a façade or put on an act; be consistent in your behaviour.
2. LEAD WITH YOUR HEART: Don’t be afraid to show emotions or vulnerability. This doesn’t mean demonstrate rage or break down into tears at any given opportunity – rather that you take a deep breath, think and read the situation first,
then calmly communicate what you’re unhappy or upset about, choosing your words carefully.
3. BE MISSION-DRIVEN AND RESULTS-FOCUSED: Establish a clear, compelling vision and do it for the company, not for your own ego. This helps the rest of your team achieve great results.
4. FOCUS ON THE LONG TERM: Nurture your employees and focus on long-term shareholder value
According to a Leeds University survey carried out by Professor Beverly Alimo-Metcalf, there are seven significant factors employees look for in a good line manager. They are: someone who has a genuine concern for others; a good
communicator, networker and achiever; one who trusts others to lead; someone who’s honest and consistent, accessible, approachable and flexible; a person who’s decisive, determined and ready to takes risk – and finally, someone who can
draw people together with a shared vision. Take each point and be honest – do you have solid examples of how you perform against each one?
Managers account for 70% of employee engagement. So ask yourself: how well do you live the principles of authentic leadership and make the changes where necessary. Reflect on this question when the going is tough as well as during the
good times.
Ask yourself how well you’re living the desires of your employees at the moment; then ask how far you’re going in a bid to show care and concern on a daily basis.
Having the support of a leadership expert is key in the development of your journey as a great leader. After all, much like being a good gym attendee, being a good leader is not something you do once and then forget about – it’s an
ongoing labour of love!
Want more? Start the Performance Management workbook (log in to access) where you can complete exercises and learn
tools and techniques designed to help you develop your role as leader.
