Michelle Ray

Business and Leadership Keynote Speaker

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employee engagement

Getting Unstuck: Finding momentum to create change

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The truth is that many of us are never taught how to lead ourselves at work, in business and in life. As a result, we settle for mediocrity and dissatisfaction.  Why is it that so many talented, creative people stay in jobs that make them miserable?  Is it because family responsibilities must come first and the financial risks associated with leaving are too great? Is it the fear of the unknown, the comfort of the status quo? “Better the devil you know”…etc? Or is self-doubt, a lack of faith, trust…perhaps all of the above? We have a burning desire to transform professionally and personally, to alter the course of our vocation, to let go of people and situations that no longer serve us, yet we hold back. Until the level of discontent becomes greater than the fear of change; we will stay stuck, perhaps for many years.

The Towers Watson’s 2010 Global Workforce Study of over 22,000 employees in 22 markets revealed some key points regarding career change and choices. These are particularly interesting findings for anyone considering making life-altering decisions regarding one’s professional path. From their surveys, they discovered that mobility is at a decade-long low point, and many are sacrificing career growth for a secure job. Their results also indicated that confidence in leaders and managers is disturbingly low.

A recessionary environment exacerbates the feeling of helplessness, as we believe that we cannot escape our situation. When we experience enormous frustration ith our employer due to a poor relationship and lack of support from our immediate manager, we slowly begin disengaging from our work. When you add these two factors together, it is no wonder that people lose interest in what they are doing and genuinely feel stuck. How do you free yourself from the “trapped” experience?

1.  Realize that self-doubt is often at the core of your fear

In the words of Anaïs Nin: “And the day came when the risk to remain tight in a bud was more painful than the risk it took to blossom.” Recognize that the opposite of fear is faith. We prefer to stay “safe” and therefore it is understandable that we can easily justify our rationale to maintain the status quo. By listing the “pros” and “cons” associated with moving in, we can get clarity around the feeling of being at an impasse.

2. Pay attention to the signs that are pointing you in another direction

When we are caught up in the fear, we often miss the signs indicating a new path. By taking the step outlined above, we will have more awareness regarding the signposts that are either subtle or flashing neon lights, guiding us elsewhere.

3. If your job and workplace aren’t going to change, it is up to you to initiate change

Staying stuck in a job or career where the situation has become untenable will invariably take a toll. Only you can decide whether that psychological toll of staying outweighs the financial risk of leaving. If you can find the momentum to re-think your attitudes and beliefs around creating change, change will happen!

 

Fish Jumping: Photo by Danilo Rizzuti

 

Workplace Motivation…Three common myths

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One of the old age questions leaders ask is“How do I motivate my team”?  The answer is not as complex as you may think.  In fact, there are a number of myths associated with the notion of creating and maintaining a happy, productive work atmosphere that warrant scrutiny at all levels of an organization. Ask yourself if any of these apply and what you can do to focus on creating more motivators and eliminate, or at the very least minimize the existence of demotivators.

 Myth # 1: The paycheck is a primary motivator

Although remuneration may initially attract people to a particular job, it isn’t enough to sustain interest, productivity and engagement. In fact, money has never been at the top of the list of workplace motivators, yet is often seen as the key solution in the attraction equation. The allure associated with the overall salary package is tangible and short-term. For leaders, providing a pay cheque may be easier than finding the energy to truly connect one-on-one with everyone on a team. Moreover, when individuals say that they are at work “just for the paycheck”, they are denying the existence of a fundamental intrinsic motivator; i.e. to be recognized as a person with deeper needs… as someone who wants to know that they matter in the grand scheme of their workplace. They have something valuable to offer their employer and if they are unable to tap into their unique worth, then simply “showing up at work” becomes are drudgery and emotionally dissatisfying experience.

Myth # 2: Building in more extrinsic motivators creates a better atmosphere 

While it is true that we are all motivated by different things outside of ourselves, the more useful approach for a business in terms of achieving a highly inspired atmosphere is to pay attention to the existence of demotivators, as opposed to the absence of motivators. The most common demotivators include working with chronically negative people, (in management or non-management positions) who successfully drain other peoples’ energy reserves. I have found that a lack of action builds resentment amongst those who desperately want their leadership to deal with these people issues. Another popular belief is that by encouraging people to work longer hours in exchange for a more pay (also known as overtime), people will be motivated to work harder. In effect, longer hours justify a slow-down approach to work and do very little to enhance productivity and profitability. The physiological consequences of overtime are heightened levels of stress, which are in fact demotivators rather than motivators.

Myth #3: Happy people remain satisfied and don’t require as much “nurturing”

There is no doubt that contentment regarding ones workplace and job function is a desired state. However, once we have achieved a sense of fulfillment regarding our work, praise and recognition remain critical as on-going intrinsic motivators. We all require different “strokes” in terms of being acknowledged. A wise leader will recognize the differences between those who seek appreciation privately and publically. Validating effort and results is also an individual responsibility, no matter what our job title may be. Peer recognition is a powerful energizer that is often more meaningful than any other form of appreciation, as we often hold the opinions of our co-workers in the highest regard. Therefore, it behooves us to express admiration and applause for a job well done, regardless of our position.

 

Photo By Renjith Krishnan

Outstanding workplace relationships – the key to retention

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Workplace surveys conducted by Manpower Inc. indicate that despite an economic slow-down, there has been a steady increase in the number of individuals who plan to look for new job opportunities. In 2010, the figure was 60%. In 2011, the estimate was 84%! As the year comes to a close, it will be interesting to note whether the trend continued, as well as predictions for 2012 and beyond. Whether the numbers remain consistent, the impact of workforce mobility and knowledge transfer on organizations cannot be understated. The most common reasons cited for leaving or thinking about leaving a job relate to overall job satisfaction, relationship with one’s immediate manager or supervisor and low morale. The cost of turnover will always be significant and on-going, despite economic conditions.

Yet, while it is true that some aspects of an employee’s decision are outside of an employer’s control, the most neglected area of focus in my view relates to the intangible workplace motivators. The highest priority ought to be on building and sustaining outstanding workplace relationships. If employers paid greater attention to developing a deeper understanding of the make-up of their teams, sought to meaningfully improve communication; as well as a create more informal opportunities for people to connect and share ideas at work, a happier and more productive work atmosphere would ensue.  In a nutshell, organizations place an enormous focus on attracting talent. However, once on board, less attention is given to creating an environment where people want to stay and voluntarily contribute to the overall goals and objectives. In my experience working with businesses of every description, the reason many people become dissatisfied in their jobs is because being heard and acknowledged by management and co-workers is an ultimately lower priority than the work itself.  At all levels, everyone feels the pressure of managing their daily workload.  As a result, paying attention to the human element becomes neglected.

I recently worked with a highway maintenance company, presenting on the topic of improving workplace communication. During their weekend retreat, people privately shared ideas to improve productivity by having a different set of tools available on the job that could cut road maintenance costs by one third in their area. Yet, their crew has no influence on the equipment purchasing decision.  From their perspective,  they feel that their hands-on experience could immediately benefit their employers’ productivity and profitability.  Meanwhile, the leadership team may have examined the business case for purchasing different equipment, although their findings or rationale isn’t apparent to the front line. Opening the lines of communication could make a significant difference. When organizations make the time to listen and create more opportunities for dialogue, miscommunication can be avoided, trust builds and relationships become stronger. In the absence of prioritizing greater connection between management and staff on a regular basis, the seed is planted for growing dissatisfaction in the workplace. Ultimately,  a negative outcome may result in a potential loss of talent and experience that is difficult to replace.

Next blog: Why we stay: Ten strategies to improve workplace relationships

Eight steps to communicating Change

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Using Caring Communication when dealing with Change:  

During the past few months, a trend has emerged regarding the information clients are requesting that I cover during my presentations and workshops. Almost always, the topics of workplace communication and managing change come up during the pre-event conference calls. Therefore, it is no surprise that these two subjects are inexorably linked. We cannot effectively manage change without communication and if we don’t communicate effectively, we experience frustration and resistance to change. There are a myriad of change realities that organizations and individuals are trying to grasp.  How do you confidently communicate change? For organizations, the biggest concerns relate to greater transparency, compliance, accountability, cut-backs and budget constraints. How do organizations communicate these issues without inciting fear and negativity? Unfortunately, blunders occur because change is communicated hurriedly; without careful consideration, thought or care.

At the heart of it all is that people and organizations as a whole are trying to achieve one thing: Buy-in. The question is: “how do I get people to buy into the change process?”  The most important and often neglected fact is that the responsibility for any communication always lies with the SENDER. It does not matter whether communication is face-to-face, email or telephone. It is not the receiver’s job to try and decipher meaning. The sender needs to be clear and adapt the delivery of their message based on the receiver’s preference and style. In order to masterfully communicate change, as the sender and initiator of the communication, the key is in knowing how to deliver the news with sensitivity. The old adage “before I care how much you know, I need to know how much you care” must be recognized in the sequence of communicating change. Emotions first. Logic second.  Here are the steps, in order:

  1. Recognize that change is an emotional experience
  2. Address the receiver’s fears
  3. Tell the recipient/s how the change will benefit THEM
  4. Show them at least one greater benefit of the change that makes sense to them, versus the maintaining the status quo
  5. Ask for input and actively listen to responses
  6. Tell the recipient/s how the change will benefit the organization
  7. Involve the recipient/s in the change process
  8. Celebrate the accomplishment of moving through the change as a team

If you follow these eight steps, plan your delivery and sincerely take the time to think about how the receiver will interpret your news regarding change, the likelihood of a negative reaction will be significantly diminished. Remember, you have already established a reputation based on your current repertoire of communication skills. When you alter your style, people are often suspicious and may doubt your new approach. It takes time to build credibility as a great communicator.

Photo: Time For Change by Salvatore Vuono

Are you a “desk” potato? The benefits of workplace wellness

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It is one thing to be a “couch” potato…Are you a “desk” potato? Chances are that if you are both, you are heading for health problems. If your well-being is a value that you live by, then you are probably aware of the negative implications of being sedentary at your desk each work day and you make sure you get up and move whenever you can. How about your employer? The research confirms that optimum physical heath translates into better mental health. Therefore, better mental health means that both you and your employer will benefit because you are more productive. A “Living Strong” Blog report noted that by investing in wellness programs and encouraging healthier lifestyles, organizations will see improvement in employee morale, decreased absenteeism, lower health plan costs, improved productivity and increased company revenues.

In one of the only longitudinal studies undertaken on this subject, the University of Michigan proved that it pays to create a culture of wellness. They tracked the impact of a Midwest Utility Company’s implementation and investment in their wellness programs over nine years. The company realized a net savings of $4.8 million in employee health and lost work time costs. This week, CBS early morning news Health Watch segment featured New Jersey- based PHH Corporation as an example of an incentive-based wellness employer offering staff $1,000 a year to make measureable improvements to their heath. Many employees wear a pedometer and simply plug it in to their computers to track their walking success! They are rewarded for the miles clocked up just by walking around their workplace! The segment noted that for every dollar a company spends on wellness, their ROI (return on their investment) can be three to six times higher!

Adapting workplace wellness programs need not be financially prohibitive. Research the numerous pages available on line that describe best practices around the world.  Check out The Government of Alberta’s Healthy U webpage; as well as “Look Good Feel Great Always” blogs, great resources for you and your workplace to get healthy!