As a leader it is our job to focus on getting things done on time with acceptable quality and within the allocated budget.
That requires the leader to surround himself with people who could help create the culture he desires. At the same time we are supposed to be leading team members to deliver top performance. It isn’t therefore surprising when managers think that their top performers perform better when left alone by their manager.
Most employees when they join an organisation they’re usually very enthusiastic, committed and ready to be advocates for their new employer. Simply put they’re highly engaged and motivated to contribute for the betterment of their employer. Often that first three years on the job is their best, Gallup Organisation research reveals that the longer an employee stays with a company the less engaged he or she becomes, and that drop costs businesses big in lost profit and sales and in lower customer satisfaction and lower output. In fact actively disengaged employees--the least productive--cost the company hugely per year in lost productivity.
So what can managers do to enhance employee engagement? What are the signs that employees are becoming disenchanted and demotivated and what can managers do to reverse the slide. One reason is that engaged employees tend to get the least amount of focus and attention from their managers in part because they’re doing exactly what their manager needs them to do. However they are not ‘high performing machines’. Like the rest they need to be set goals meet and exceed expectations and charge enthusiastically toward the next tough task. Therefore managers need to set clear expectations give their best employees the right materials focus on their development and recognise their best performers, those are the strategies that drive employee engagement and performance across the organisation.
As discussed above some managers mistakenly think they should leave their best employees alone to get on with their work. Great managers do just the opposite. Great managers spend most of their time with their most productive and talented employees because they have the most potential to create competitive advantage for the firm. If a manager coaches an average performance from a below-average employee she still has an average performer. But if she coaches a good employee to greatness she gains a great performer. Therefore, there is the need to refocus on that employee, on his skills knowledge and talents on a continuous basis. Employees who get to do what they do best everyday move toward high engagement, and last but not least catch them doing things right and recognise them for excellence. Recognition is personally fulfilling but even more recognition communicates what an organisation really values and it reinforces employee behaviors that reflect those values the organisation is known for by their customers public and society.
(The writer is an HR thought leader)