One of the most important tasks in creating a high-performance culture is taking care of employees’ needs. When employees’ needs are met, and employees feel aligned with the mission, vision and values of the organization, they respond with high levels of engagement and commitment: They come to work with enthusiasm and are willing to go the extra mile to support the organization in its endeavours.
Thus it is important to address the question: What do organizations need to do to create a highly motivated workforce where employees are willing to devote a significant amount of their discretionary energy, as well as their commitment and creativity, to making the organization a success?
I was reading some amazing statistics from a Right Management report on talent management that covered global trends, challenges, and priorities. Much has been written about the reduced investment in talent during challenging financial times and the recent re-emergence of interest in effective talent management practices. Unfortunately the culture that currently exists in many organizations will be the single greatest impediment to sustainable talent strategies.
I wrote about the four reasons culture-shaping efforts fail in my previous post (Organizational culture has reached a tipping point, yet many culture change initiatives fail for four key reasons). But what makes them succeed? What makes some culture-change efforts successful where others become simply another ‘flavor of the week’ training session that never translates into real change? This is a subject of great debate and many theories exist.
As we looked for the common denominator of success in the hundreds of culture-shaping efforts we have led at Senn Delaney, the level of CEO ownership and personal engagement won hands down as a key success factor.
Leaders often struggle with managing approaches to improve engagement and ownership as part of a process that directly impacts results. Company meetings, one-off engagement activities, and other approaches might work but there is a technique you should build into the fabric of your organization. It’s a relatively simple but powerful process that supports improved engagement, ownership, accountability, and results but some discipline and consistency are required.
To build a strong team there has to be a high level of trust. Trust is the glue that holds people together and the lubricant that allows energy and passion to flow. Trust builds internal cohesion. The ability to display and engender trust corresponds to the fifth level of personal consciousness. Trust increases the speed at which the group is able to accomplish tasks and takes the bureaucracy out of communication. The principal components of trust are character and competence.