Engaging Employee Communication
Kevin Wilson was a great leader, but his team was not producing the results he knew they were capable of. One day he arranged a meeting with Jim Hefner, a recently retired executive who had built and led a team that shattered every single company performance record. “Jim, how’d you build such an amazing team? They not only outperform the rest of us but they seem to have more energy, confidence and fun than anyone else.”
“Kevin, I’m a big fan and follower of a branch of industrial-organizational psychology known as Core Self-Evaluations (CSE). That’s what made us so successful. Ever heard of it?”
Kevin shook his head, “No.”
Then with eyes fixated on Kevin’s, Jim leaned in to explain: “Well, CSE is the personality trait responsible for our temperament, our wellbeing, and how we judge our circumstances. It’s also what drives our behavior. People with high core self-evaluations are generally positive and confident in their abilities, satisfied with their jobs and perform them extremely well. On the other hand, those with low core self-evaluations lack confidence, view things negatively and aren’t as satisfied with their jobs and perform them poorly. As manager, your job is to coach and raise the CSE levels of each of your employees.”
Jim is correct; every leader’s primary focus should be to personally coach the best out of their team members. Raising their employees CSE levels is the simplest, quickest and most effective way to do so. Fortunately, CSE can be easily assessed and increased by:
Shifting the Locus of Control
Employees that believe that they control their future have an internal locus of control (Internals) and are generally happier, more empowered, and more productive than (Externals) those who attribute their success or performance to fate or their surroundings. As a result, internals are more satisfied with their work and perform better. You can find out whether your employee is an internal or external by simply asking “What’s been responsible for your success/performance?”
If the answers reveal an external locus of control shift power back to your employee by asking “How does believing that you aren’t causing your success been impacting your career?” Let them explain so they can really experience how they’ve been limiting themselves, then ask: “If you knew that you were in complete control of your success, what would be possible?
Increasing Emotional Intelligence
Employees with a tendency to easily experience unpleasant emotions like anxiety, depression and despair have lower emotional intelligence (EQ) and will react far more negatively to stress. Because their EQ levels are lower, their ability to connect, understand and influence others is severely impaired. For Kevin and others in leadership positions, the need for emotional stability is even more paramount, as they are the face of the organization and set the tone for employee morale. If you have an employee that’s emotionally unstable consider asking: “What can you do to not get so stressed out next time you have a presentation/sales call)?” Or “What would be a more appropriate way to react to an upset client/colleague?
Self-efficacy is the trait responsible for how likely we are to succeed with current goals and tasks, or take on a challenging assignment or “write it off” as impossible. (How likely we are to adhere to a diet or workout program is dictated by our self-efficacy.)
Employees with high self-efficacy are more determined and persistent when dealing with adversity, and more likely to welcome new challenges as opportunities for growth. The greater a person’s belief in their own power to influence an outcome the more likely they are to succeed with a new challenge. The following four step process can help you develop someone else’s self efficacy:
- Build confidence- Challenge any belief they might have that is limiting their performance. For example, if an employee thinks they aren’t experienced enough to manage a project you can remind them of their unique strengths and capabilities.
- Promote modeling- Have inexperienced employees watch other colleagues with similar skills perform more advanced tasks. Seeing others with similar abilities succeed at a task will help them develop positive, “can-do” beliefs.
- Evaluate to motivate- Rewards, recognition and positive feedback are key to helping your employees feel more competent, motivated and open to growth. Negative feedback can devastate those with low self-esteem, as they almost always take it personally. Adopt the 70/30 “sandwich” method when giving an employee feedback on their performance:
- Start by acknowledging their contributions to date – 35%.
- Then explain areas and, more importantly, ways their performance can be improved – 30%.
- Conclude with some positive reinforcement that leaves them feeling respected, supported and valued – 35%.
- Optimize the environment- Take a page from any olympic athlete who knows that investing valuable time and energy into their physical and physiological wellbeing is essential for optimal performance. Create a vibrant, energetic, stress-free workplace that encourages your staff to get the food, exercise, rest and water their bodies need so they too can perform at their best.
Increasing their Self-esteem
Self-esteem is the approval we have of ourselves and the extent to which we see ourselves as capable, significant, successful, and worthy. It is one of the most essential of the CSE domains because it is the overall value we place on ourselves as human beings. The productivity of workers with low self esteem is often very low due to their indecisiveness and fear of making mistakes, and striving for perfection which often is not achieved and leads to frustration. Generally they are highly irritable and pessimistic, and can drain the positive, enthusiastic energy of their more self-assured colleagues. Predictably, those with low self-esteem are more likely to be unsatisfied with their jobs, performing them considerably worse than those with higher self-esteem. To boost the self-esteem of your employees:
Recognize and celebrate their successes and accomplishments as much as possible.
Express your gratitude and appreciation to them for the contribution and difference they keep making.
Be a model of kindness and compassion to others, especially those with lower self-esteem.
Jim Hefner understood that coaching the best out of his team meant raising their CSE levels. He did everything he could to raise those levels and as a result his team was always more satisfied with their work, performed it better, and were more confident, motivated and enthusiastic. They were also far less stressed, had less conflict, coped more effectively with setbacks and were better equipped at capitalizing on opportunities. To better engage, empower and motivate your greatest resource and boost the bottom line lead like Jim and raise those CSE levels.
About the Author
Ascanio Pignatelli is an award winning speaker, executive coach and author of the forthcoming book “Lead from Need: Raising Employee Engagement Levels from the Core”. He is the founder of ApexCEO, an executive coaching and leadership development group that helps C-level executives develop their leadership and communication skills to create more engaging workplaces. To book Ascanio for your next speaking event or workshop, please call him at 310.913.2313 or visit http://www.apexceo.com/.