Leadership does not have to be complicated. Asking and responding goes a long way to developing a relationship. Relationships are founded on trust and in an environment of trusting relationships people preform better. It creates great business results and a great place to work.
SAS Tops Fortunes List this year – here is how they survey employees
Regan Interview about survey results
From Mat Wilson’s Regan article
Karen Lee, senior manager of internal communications at SAS, said the #1 spot reaffirmed the role of communications in creating a stellar work environment:
“In an era of social media where communication is critical, transparency within internal communications at SAS reflects the trust our employees have in our leadership and in one another,” said Lee, who was celebrating the selection with team members before dawn on Thursday.
Every year, managers/clients expect a complicated process or survey. The fact is a simple survey that is discussed, turned into action themes and acted upon creates a positive momentum. Surveys are the most scalable and demonstrable activity an organization can do that proves they are listening and that they care. Today, social media can also do this but the advantage of a survey is the legitimacy that the methodology brings to the conversation. Both should be used and likely in combination to enable a dynamic conversation with employees that encourages innovation and creativity.
Employee Survey Process Achieving Leadership Results Ryan Williams Oct 2007 http://d1.scribdassets.com/ScribdViewer.swf
This week, I look at how our history can get in the way of achieving goals by questioning the practices of continuous improvement. This has impacted the effectiveness of how corporate sustainability initiatives have not succeeded and how we view employee engagement. What do you think?
Quote of the week: “An open system doesn’t have central intelligence; the intelligence is spread throughout the system.”
The Starfish and the Spider by Brafman and Beckstrom
Many studies over the years have proven that satisfied/happy employees are more profitable.
The result has been the increase of entitlements and entitlement programs with tangible results.
What if this evidence leads us to short term gains that are unsustainable?
Happy Happy People
Here is my theory – when we use incentive based leadership, we can measure a short term impact that can be quantified into a ROI. This encourages a focus on satisfaction and externalities.
A sustainable approach would involve creating an intrinsic motivation that is self determined by employees. They would have a sense of belonging to something bigger. They attach themselves to the mission of the organization and to the people they work with.
Our practices of short term ‘happy measures’ may in fact work against the sustainable leadership approach.
Sears started this when they demonstrated a ratio of profitability correlated to employee satisfaction. Does this foundation of evidence lead us to bad practices?
I am definitely not the first to consider this:
Paul Kearns is Director of PWL
This video is the first in a series that focuses on the evolution of employee research and what that means for us today.
Let me know what you think.
The opportunity today:
Social media and employee engagement
The original writings:
Mary Parker Follett
Fredrick Winslow Taylor
Today, I am launching a video blog series on the evolution of employee research. This series will highlight significant historical milestones, thought leaders, practitioners, and market demands. I will explore issues like the confusion in the use of terms like employee engagement and the choice of research practices. These issues can be traced back to events, fads and conflicting ideas. I look forward to your insights and conversations arising from this series.
What other events, fads or conflicting ideas can be captured in this discussion?
The next post will be the first video blog. I will introduce scientific and humanistic management.