the ceo magazine, leadership, employee engagement,

Years ago, I worked for a boss who would have told you how much he admired, encouraged, and inspired discretionary effort. And he would have been wrong on all counts. However, he would have also told you that he went to great lengths to hire highly motivated people who would ensure his success as a business owner, and he would have been right about that. So, how did the wheels come off his plan?

Highly motivated people don’t need external forces to encourage them to go above and beyond. It’s in their DNA. But these same top performers can cease to perform when their bosses engage in demotivating behaviors, as my former boss did.

the ceo magazine, productivity,
Trevor Throness, Author, The Power Of People Skills: How to Eliminate 90% of Your HR Problems and Dramatically Increase Team and Company Morale and Performance

My adolescent/young adult years were spent working in farming and construction.  I can’t say that I ever noticed any reticence by bosses in these industries to confront underperformance.  Quite the opposite in fact.  Immediate, stinging criticism was more the norm, often punctuated with clever, compound-word profanity.  In fact some of my bosses were so good at swearing at me and others that I sometimes wondered if they had spent time in prison, or possibly the navy, honing their skills of profane repartee.

Is your organization stuck in the Engagement Paradox?

Time and again, we see that the more leaders try to manage engagement, the more disengaged their employees actually become.

So what causes this paradox?

It’s not that employees don’t want to be engaged; many are committed and loyal workers who come in early, stay late, and try hard in-between. But in today’s Era of Exhaustion, they are simply struggling to make it to the weekend. Employees are engaged, but they are also exhausted.

Pages

Contact

Follow The Blog

   Email * 
Subscribe to Syndicate

Blog Categories

Blog Authors

kajabi
eclub

EC

ad5
ad6

ad7

ad8