Developing Staff members with Ownership
In two recent posts I talked about the concept of identifying staff members who are owners vs. renters in the workplace and I also gave some specific techniques you can use to make this happen.
Today’s post will be the follow up to the second post and give even more insight into identifying ownership traits and further developing them in the workplace. Content from this post will draw heavily from the Gallup Q12 assessment that helps employers learn more about employee engagement in the workplace.
- In the last seven days, I have received recognition or praise
for doing good work.
- This may seem pretty basic, and in fact, it really is. Sadly, many employers do a poor job of this. Even worse, some employers still have the mindset that their staff members are expected to do a good job and they don’t need to be thanked for that. Your star employees will become ex-employees if you hold that belief. The other challenge with this is that there is not a big cost involved. The smallest recognition can go a long way and providing this recognition in front of their peers can be quite impactful.
- My supervisor, or someone at work, seems to care about me
as a person.
- Employees do spend much of their lives at work, but there is more to life than what goes on during the workday. Get to know your employees well and be available to listen and empathize with them with them when they need you. Caring does not mean more than just listening and offering feedback when they ask. You can do more, but if you at least pay attention, it will make a profound difference.
- There is someone at work who encourages my development.
At work, my opinions seem to count.
- This follows the preceding point and involves finding ways to help your staff members or even your peers understand ways then can add velocity or acceleration to their careers. In some cases, the help you provide may be no more than providing a suggestion or making an introduction. You’ll be surprised how much this can help.
- The mission or purpose of my company makes me feel my job
- Do your employees know the purposes or mission of the firm? Is this more than just a slogan on the wall? You, as a leader, need to live the mission daily and anything you do that detracts from this will only erode their interest and confidence in the firm as a place to make their career.
- My associates or fellow employees are committed to doing
- Giving praise is one way to commit to quality work, but also providing feedback to staff members when they need redirection is also important. Ignoring poor performers is something that others will take note of and if you ignore the slackers and treat them the same as the key players, the key players will find somewhere else to work.
- I have a best friend at work.
- This relates to getting to know your employees, but it also encourages you to find ways for your staff members to get to know one another, either inside our outside of work. I can cite several instances in my career where key staff members chose to stay in a job they did not like because they had solid connections in the firm. These connections will also enable the dissatisfied employees with channels to get things done when they need help.
- In the last six months, someone at work has talked to me
about my progress.
- I have worked with many managers who didn’t like to deliver bad news or corrective feedback. They were afraid that the employee would be angry or not like them after having delivered this news. I have also found that most employs want to know anything versus knowing nothing. Treating employees like mushrooms does not provide them with the feedback they need to grow and develop. Some of the best feedback I ever received was painful, but helpful. Do someone a favor today by telling them how they can improve. Also, don’t forget to give them praise when they deserve it.
- This last year, I have had opportunities at work to learn
- Most of the preceding statements, if acted upon, will lead to this occurring. Providing praise will probably lead to higher effort and more buy-in, more ownership, among your staff members. Giving them feedback as I just described will also provide a measure of development. Allow your staff members to meet other key players in the firm and allow them to sit in meetings and attend both internal and external activities will help them both now and in the future. Exposure goes a long way and new employees are always looking for ways to grow and advance.
In this post and the prior post on the 12 questions I have laid out the keys to employee ownership, employee engagement.
The rest is now up to you.
How will you act?