I invite you to take a moment to consider the people on your team or in the broader organization.
No matter how large or small the universe of employees, I bet you can think of someone who seems born for a particular role and another who is likely sending out resumes in hopes of finding a new job.
In 2015, Pew Research reported that Millennials overtook Baby Boomers as America’s largest generation. “According to population estimates released this month by the U.S. Census Bureau. Millennials, whom we define as those ages 18-34 in 2015, now number 75.4 million, surpassing the 74.9 million Baby Boomers (ages 51-69).”
According to the Association of Talent Development’s (ATD) 2016 State of the IndustryReport, organizations spend on average $1,252 per employee on training and development efforts. This means billions upon billions of dollars globally every year; however, despite the size of these expenditures, many leaders struggle to determine if the investment expended achieves desired learning outcomes and improved organizational performance.
Arguably, the #1 source of friction and relationship erosion between a team leader and a team member is a lack of shared expectations.
We have all been there. (Perhaps you are there right now.)
Things start strong. Both team member and team leader are looking forward to great results in the new quarter.
What are you doing to foster a culture of engagement in your organization?
These are the employees who are both passionate about the organization and have tremendous potential to do well in their roles. In short, they are engaged and contributing their best!
As a leader, the engagement level of your people often comes down to how you interact with them, and how you support or hinder their development. Over the years, I have noticed that great leaders, no matter their level in an organization, ensure that 5 key programs are in place to foster culture of engagement.
Think about your organization’s culture. What does your organization truly value?
I’m not asking what your strategic plan lists as your top goals. I’m also not referring to what senior leaders say are important initiatives. True, these may all be the same things; however, there is often a gap (sometimes a big one) between what the organization ‘says’ it truly values and what the organization ‘truly’ values.
Imagine that you are about to interview for a job. You want to do well and land the position. You are about to enter the interview room. Now, ask yourself these questions:
- What is your mindset about the interview?
- How do you intend to behave?
- What points do you want to emphasize?
- What choices will you make?