People Strategies: Managers must answer srategic questions for employees

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One approach to demonstrating both leadership and managerial attributes is to consider five questions that most employees have on their minds. Answering these questions for employees, or better yet, engaging employees in answering these questions, will have a direct impact on both employee performance and fulfillment. |ret||ret||tab|

Reflect on these questions from the perspective of your employees. Walk in their shoes. Avoid confusing what they should know from what they do know. |ret||ret||tab|

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Why are we here?|ret||ret||tab|

This question speaks directly to the vision, purpose or mission of the company. During an exercise with a telecommunications company, a group of executives was asked to describe their company purpose. Many responded that it was to make money for the shareholders. It was suggested that this purpose statement would not inspire most employees. |ret||ret||tab|

Then one manager spoke, "I tell my people that we are in the business of helping people stay connected to each other, no matter who they are or where they are." The group sat still and reflective as they considered what the difference in these two statements would mean to an employee. |ret||ret||tab|

The answer to "Why are we here?" should clarify the business purpose and inspire people to join in. |ret||ret||tab|

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What are we doing?|ret||ret||tab|

Every employee needs a set of individual goals that directly relate to the overarching goals of the company. Employees decide what to do based on their perception of the company direction, performance objectives and what their manager tells them to do rather than sticking to their job description. |ret||ret||tab|

This means what employees do changes based upon the emphasis a manager places on individual and company goals. Even if a manager does not state goals outright, employees will interpret what their goals should be. |ret||ret||tab|

There are relatively few employees who can sift through the organizational complexities to identify company goals. Ideally, goals should be relevant, precise, achievable and linked interdepartmentally.|ret||ret||tab|

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How are we progressing?|ret||ret||tab|

Once employees know what to do, they like to know how well they are doing it. Frequent and consistent feedback is essential to employee performance and fulfillment. |ret||ret||tab|

Answering this question requires personal interaction between a manager and employees about individual and group performance. |ret||ret||tab|

Reinforce the employee's contribution to the business while being as specific as possible. When delivering positive feedback give behavioral examples. With corrective feedback, emphasize the consequences of the employee's behavior. Remember to separate the people from the problem.|ret||ret||tab|

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What's in it for us?|ret||ret||tab|

It doesn't take long to get to this question once goals are established. It's just human nature. |ret||ret||tab|

Relying on a paycheck to satisfy employee motivation is a disaster; it doesn't work. |ret||ret||tab|

There is a difference in employees' minds between things they are entitled to, such as a paycheck, and things they deserve, such as recognition. |ret||ret||tab|

Rewards such as a paycheck or medical benefits are obviously important. |ret||ret||tab|

It is the intrinsic rewards, however, that are often more powerful. Intrinsic rewards make employees feel good. |ret||ret||tab|

Consider people's need for approval ("I'm happy to be working with you") and their need to make a contribution (give specifics about what they did to move a project forward). Think about your own need for extrinsic and intrinsic rewards too!|ret||ret||tab|

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What happens when we need help?|ret||ret||tab|

Finally, it needs to be OK for employees to request help and they need to know where to go to get it. The easy answer is, "Come to me with all your troubles," but that isn't necessarily the best answer. This question is as much about helping employees navigate the organization chart as it is about retiring goals. Think about setting up a buddy system between, for example, a customer service representative and a collections specialist. |ret||ret||tab|

Managers can make connections between departments far more effectively than relying on two people from different departments to become friends so they can help each other. Help employees help themselves.|ret||ret||tab|

If these answers aren't clear to managers, how do they think employees feel? Try starting with five blank pages and write one question at the top of each page. List how you would answer each question and how you will pursue the answers you don't know. |ret||ret||tab|

Then decide how to integrate these questions and answers into every direction you give your employees and you will see a difference in their results and attitude.|ret||ret||tab|

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