Employee engagement is the “holy grail” for managers and it is the “secret sauce” for any company to achieve a true, sustainable and competitive advantage. Engaged employees have proven to drive innovation, solve customer problems proactively and act as stewards of the company. Great results are inevitable outcomes when managers focus on employees who in turn focus on customers, who of course, ultimately deliver results for the bottom line. While radical approaches to spur employee engagement have been practiced (ex: Ricardo Semler TED Talk*), nothing is more empowering than the right fit of role and person.
I am frequently asked what keeps me up at night – it isn’t our competition or even our quarterly results. It is how I am effectively engaging our employees. In all of my interactions across the globe, I have received wonderful feedback that has helped me garner insights on what truly drives our employees. Three aspects stand out:
- When people do what they love, they love what they do
- Circumstances can sometimes create a mismatch between role and person
- Employees in the right-fit roles are highly engaged and empowered
It has also become apparent to me that, in the past, we have occasionally asked people to take on roles despite a mismatch between needed background, skills or interest. I believe that the onus on resolving this mismatch lies not just with the employee, but also with the company. The positive side-effect of establishing a whole new opportunity for employees to determine where they are truly best suited and where they have passion has resulted in me seeing Operations people finding an innate love for Sales, and Marketing folks who really had more of a desire to be in Sales. Such examples are numerous.
We all spend so much time at work (over our lifetime, a whopping 30% of our life is spent working), so it is paramount that we do fulfilling, rewarding and enjoyable work. To know that our transformation, as difficult as it was, enabled people to find their “work love”, is gratifying. A key lesson for me and other leaders has been to seek out what brings happiness and engagement to employees.
Further, it is important to note that corporate objectives – the “business why” – may not suffice in shaping the employee’s “personal why” and create a satisfied employee. It is crucial to have the conversation and not assume that just because someone is in a job, that she is happy or engaged. It is often not the typical benefits (compensation, level, etc.) that truly drive employee satisfaction or engagement. When we help them find what they love to do, they will deliver. This may even mean in some cases, that they leave the company. That is okay, and I would argue as good in some cases. When you help people find their “right” paths, goodness happens, and this is the true essence of leadership.
At Arrow, we talk a lot about being the “Sherpa” for technology – helping companies navigate and traverse today’s complex and difficult technology landscape. As leaders, we need to take on the role of being our employees’ Sherpa in guiding them to the career where they love what they do and do what they love!
Reference: How to run a company with (almost) no rules
