Archive for category Employee Passion
Who do you admire? Perhaps you know someone who has overcome some extreme personal challenges or has shown himself to be particularly true to his morals and an example to others. Take a moment and think of at least one person who has impressed you with their actions or kindness. Have you ever told that person you admire them? If you haven’t, you should.
There are many people I admire. One in particular is a very close friend of my family who has filled a role similar to an aunt to me since I was about ten-years-old. She and her husband lived an amazing balance of just enough planning for the future and living in the present. Their story is one marked by his chronic illness and struggle for health. We lost him suddenly late last year just before his 60th birthday, and it rocked our community.
Last year on Christmas I stuck a note into my friend’s purse while we were celebrating. She found it the next day and loved it so much she showed it to my mom, who was a little choked up when she told me. It was simple but important because I had never told her just what her example means to me.
In the note I told her that I aspire to be more like her in that she doesn’t make a big fuss over day-to-day life. When we were kids, she was the mom who said, “Whoever wants to go to the beach, put on your suit and grab a towel; we’re leaving in ten minutes”. She always kept things simple. I love that she can embrace whatever is good right now, even when she is dealing with some pretty terrible things that she cannot control. And she always finds a way to give of herself and make the people in her life feel valued.
Part of what makes my friend’s example so meaningful to me is that I struggle with some similar challenges. It doesn’t always look easy but I can see she is trying and making the best of what she has. I have struggled with my own husband’s injury, the limitations it has created, and the difference in both of us since it occurred. I have often thought I am no match for this task.
Leadership is about being an example in the way you live. It is about living in a way that makes you happy and proud. And it is about learning from challenges and mistakes. Leadership means showing those around you who you want to be in the hope that they may be inspired to live up to their own potential. My friend is a great example to her community, her daughters, and those of us who have grown up around her family. She is no doubt, an inspiration to those she works with and the people she serves in her role at work. She has the ability to effortlessly show care for those around her.
When working for the government, the opportunities to reward employees financially are limited. Telling someone you admire or are inspired by them might be even more meaningful than a financial reward. We all have our own stories that include personal struggle. It is important to be tuned into what those around us face because it helps to build understanding. The very best leaders take time to get to know what is important to their people.
Who inspires you and when was the last time you told them why?
Posted by Kristina Marzullo in Budgets, Change, Direction, Employee Engagement, Employee Passion, Employee Satisfaction, Engagement, Federal Agency, Government, Ken Blanchard, Leadership, Leadership Development, Management, Morale, Motivation, Productivity, Roles, The Ken Blanchard Companies, Training on April 2, 2014
When Obama’s budget plan for fiscal 2015 was released, the plan had its fair share of supporters and naysayers. There are obviously many sections to the plan, but there is one specific portion that addresses the challenge that a plethora of articles have been written about and many agencies are challenged with lately…leadership, and specifically leadership that could use a bit of an overhaul. Lately, there seems to be less and less agencies that are exempt from a lack of effective leadership. Even the Secret Service has been in the news recently claiming the agency is lacking the right leadership. Reports that I have referred to in this blog, such as the Partnership for Public Service’s Best Places to Work in the Federal Government and the Office of Personnel Management’s Federal Employee Viewpoint Survey (FEVS), have found that leadership is on the decline and steps need to be taken now to avoid the situation from continuing to spiral downward.
Will the new budget plan be enough to change the current leadership crisis?
Obama’s goal to “create a 21st century government” includes addressing management initiatives to drive further growth and opportunity and “deliver a Government that is more effective, efficient, and supportive of economic growth.” The President’s budget plan incorporates the following strategies to begin tackling this leadership crisis:
- Includes initiatives to deliver better, faster, and smarter services to citizens and businesses, including investing in new approaches to digital services to provide a world-class customer service experience to citizens and businesses to Government information technology.
- Expands the use of shared services between Federal agencies and strategic sourcing to leverage the buying power of the Government, bringing greater value and efficiency for taxpayer dollars.
- Continues to open Government data and research for public and private sector use to spur innovation and job creation, while ensuring strong privacy protections.
- Invests in training, development, and recruitment of the Federal workforce, unlocking the potential of our Government and ensuring that we can attract and retain the best talent and foster a culture of excellence.
Recently, the Government Accountability Office (GAO) was requested to conduct a study to analyze the reasons why morale has declined to its current level and determine the steps that need to be taken to boost employee engagement, motivation, and productivity. Research of this caliber would be helpful to provide a set of guidelines to federal agencies that are in desperate need of a leadership change. The training investment President Obama has included in his budget plan is the right direction needed to initiate that change.
The Ken Blanchard Companies has worked with several organizations to conduct an Employee Work Passion assessment that measures employee perceptions revolved around twelve organization and job factors and the intentions that result from these perceptions. An individual employee’s perceptions influence not only their feelings about their job but also influence whether or not they intend to stay with the agency, their discretionary effort and productivity they put forth in their role, and their intent on how they endorse the agency. When an individual’s perceptions are understood, a strategy for improvement is recognized, thus improving individual morale and organizational success. Researchers at Blanchard conducted a study along with Training Magazine that centered on important factors regarding employee retention, job and organizational factors that survey participants felt were most important, and who was responsible for ensuring that the needs pertaining to those areas were met. Learn more about this study and the results the research team at Blanchard uncovered in the Employee Work Passion whitepaper.
What are your thoughts on Obama’s budget plan to implement more efficient leadership and management training and an overall positive perception in the Federal Government? Do you think it’s enough?
Posted by Kristina Marzullo in Change, Commitment, Culture, Employee Engagement, Employee Passion, Employee Satisfaction, Engagement, Federal Agency, Government, Ken Blanchard, Leadership, Leadership Development, Motivation, Performance, Productivity, Roles, Supervisor, The Ken Blanchard Companies, Training, Trust on February 5, 2014
Millions of people watched Gwen Dean as she quit her job as an engineer in a commercial that aired during the Super Bowl last week. Gwen’s dream was to start a puppeteer business, and with the help of GoDaddy.com, she is doing just that. Over 17 million of us have watched Marina Shifrin’s “I quit” video announcing her resignation from her role at a Taiwanese animation firm. Shifrin’s move landed her countless job offers, including an offer to be a digital content producer on Queen Latifah’s talk show. These decisions by Gwen, Marina, and others have caused some colorful feedback on whether or not the method they chose to leave their current jobs, in order to pursue their dreams, was appropriate. Despite that, these individuals have taken the steps to do what makes them happy, whether they loved their job or not.
CareerBuilder conducted a study and found that 1 in 5 U.S. workers will search for a new job in 2014, despite the economy and the unemployment rate. Gallup study results have shown that only 13% of employees are engaged at work, 63% are not engaged, and 24% are actively disengaged. (Go ahead and read that sentence again if you’re as shocked as I was by those stats.) Specifically in the federal sector, we’ve seen reports like the Federal Employee Viewpoint Survey and the Best Places to Work in the Federal Government study uncover a steady decline in how satisfied government employees are with their jobs, leadership, and agencies.
A whitepaper, written by researchers at The Ken Blanchard Companies®, includes findings that state, “when employees perceive a manager is more concerned with his or her own agenda than with the welfare of others, negative affect is often the result. This is coupled by the employees’ reluctance to endorse the organization and its leadership, to stay with the organization, and to feel connected with their leader or colleagues.” The report goes on to affirm, “another implication for practice is for HR personnel and strategic leaders to create and sponsor leadership training programs and company values that stress and support servant leaders. Consistent, overt, self-concerned managers should be counseled and invited to become more aware of their behavior.”
Training magazine and The Ken Blanchard Companies asked over 800 Training magazine readers what they felt were the most important factors when it comes to staying engaged in the workplace. The responses include:
- Job Factors—Autonomy, Meaningful Work, Feedback, Workload Balance, and Task Variety
- Organizational Factors—Collaboration, Performance, Expectations, Growth, Procedural Justice (process fairness), and Distributive Justice (rewards, pay, and benefits)
- Relationship Factors—Connectedness with Colleagues and Connectedness with Leaders
Are these factors aligned with what keeps you engaged at your agency? Share what additional factors are important for you to remain engaged and passionate about your role?
So the next time you’re about to hit the snooze button for the eighth time, think about if the factors that keep you engaged in the workplace exist with your current role.
With the government shutdown now in its third week, I keep finding myself thinking about the conflict government employees must experience in their relationship with our government. Those who work for the government may not only be feeling the disappointment many Americans do with the shutdown, they may feel disillusionment with the government as their employer as well. Once they are back to work, they might also encounter a backlash of anger and frustration from the people they serve making a difficult situation even worse.
Disillusionment and loss of trust in an employer can impact work performance, drive, and dedication. As our nation struggles to come together, our federal workers must remember their reasons for choosing public service in the first place. In my experience, people who choose a career in public service often do so because they have a strong sense of national pride and a desire to serve the country in some way.
For many the government shutdown means being caught in the middle. Disappointment over the failures of our leaders, anger or frustration over lost hours at work, the financial worries associated with not working and challenges that will come with getting back up to speed once the shutdown ends. There are amazing people who work as federal employees who possess experience that is varied and valuable. They know how to solve problems but often find their hands tied with red tape. It is important to maintain motivation and to remember that the job each federal employee does is essential to someone.
The ABCD Trust Model, highlighted in the last weeks post, spells out the aspects of building trust. For trust to exist it is important to strive to be Able, Believable, Connected, and Dependable. Trust is also something that comes from faith in someone or something other than oneself. I’ve often heard people say “trust must be earned”, but I find it is something that comes much easier when we are willing to offer it on faith. The best leaders are those who trust us to do our best and offer the opportunity to prove our value. Every government employee has the power to offer their trust to the people they serve, to their leaders, and to coworkers.
Even though being furloughed is hard and the government has broken promises to the people and its employees, we need to remember that this situation is temporary and something that happens rarely. For most there is a job to go back to and people to serve that need help; people who rely on those “non-essential” programs every day. There will inevitably be situations where trust appears to be broken between those who staff our government agencies and the people they serve. It will be important to remember the ABCD Trust Model and work to live by it to rebuild that trust.
Posted by Kristina Marzullo in Attitude, Buy-in, Change, Coaching, Collaboration, Commitment, Culture, Employee Engagement, Employee Passion, Engagement, Federal Agency, Goals, Government, Ken Blanchard, Leadership, Motivation, Performance, Productivity, The Ken Blanchard Companies, Trust, Vision on November 28, 2012
Fiscal cliff, political objections, merging agencies, and pay decrease discussions around the water cooler have many government employees concerned. Many of us are wondering what exactly 2013 is going to look like for ourselves and for our country. Now is the time for agency leaders to take action and encourage their teams.
Culture can be a powerful change agent. If you think about high performing agencies, most of them have a clear culture that is actually implemented within the organization. An agency’s culture generally dictates the values, vision, and missions. It is an indicator of how the agency gets things done on a daily basis. When leaders adhere to the culture when integrating change, it will support and encourage employee’s reaction to the change.
Can you explain your agency’s culture? Are your goals and the goals of your team members aligned with the organizations culture? If not, this could be a great discussion to have in your next one-on-one meeting with your employees. Employees that know their performance and success is contributing to the success of the organization are more motivated, confident, and passionate about what they do.
Involving your employees with the agency’s mission can lead to confident, engaged, and high performing individuals. Studies reveal that the more employees are involved in the decisions of a change that will impact them, the more committed they are to the agency. In turn, the more committed they are, the better their performance. The better their performance, the more effective the agency will be at accomplishing their mission.
Would you be more accepting of a decision that was made by others and dictated to you or would you rather have an opportunity to provide your contribution and feedback to that decision? An effective way to implement any change is to allow those who have to endure the change to be involved in the change process.
Our immediate reaction to change tends to be objection. This is where leaders can really use their skills and influence a direct report’s perception of the impending change. An employee’s supervisor is the first line of defense against a closed-minded approach to change. Scheduling regular one-on-one meetings, building trust, and providing the tools the employee needs to successfully overcome the negative mind-set that can occur during change can be the difference in an employee staying with the agency versus leaving for another job.
Do you have a strategy to resolve people’s concern and negative mind-set on change? Ken Blanchard, author and co-founder of The Ken Blanchard Companies, reveals that “none of us is as smart as all of us.” Shifting your employee’s outlook can often lead to a change of heart and commitment to the agency.
Want to hear more about how you can motivate yourself and your employees? Join Dr. David Facer, author of Optimal Motivation, today at 12:00pm EST today as he shares a fresh approach to motivation that can increase employee engagement, productivity, and employee well-being. Now who doesn’t want that during these hard times?
At a recent conference in Richmond, VA, I had a chance to conduct a workshop with 160 Legislative Clerks and Secretaries. It was part of a week-long National Conference of State Legislatures. The topic for the morning session was Creating an Engaging Work Environment. In an exercise during the session, I asked participants to remember a time when they were the most engaged in their work environments.
Participants thought back over their past and present experiences and shared with each other some of the factors that created such an engaging environment. Factors such as meaningful work, growth opportunities, collaborative work environment, trusting and caring relationships were all mentioned.
Next we looked specifically at their present roles and work environments. Using a six point scale they evaluated their current work environment on 12 different factors that Blanchard research has identified as contributing to individual engagement and passion.
While their scores averaged a “4” on the 6-point scale, there were also “2s” and “6s” included in that average. This is true anytime you bring a group of people together—there is always a wide variation of scores that an average often conceals. While an organization may score a “4” overall, the reality is that the average represents some low scores as well as pockets of excellence.
So what does a smart leader do? Actively seek out both groups for more information.
You want to identify low scores early on so you can address them. You also want to identify pockets of excellence so that you can learn from them. In our work with clients, one of the biggest ways we help is by identifying these high performing pockets so that best practices can be shared with others.
4 steps to identifying your pockets of excellence
How’s your organization doing when it comes to measuring overall engagement levels? Do you know where your pockets of excellence are operating? If not, here’s a 4-step process to get you started.
- Conduct an employee engagement survey across your entire organization. Be sure to capture responses from as many different functions, sub-units, and teams as possible. Survey widely.
- Review responses and look for patterns at the team, functional, or location level. Identify your individual pockets of disengagement and pockets of excellence.
- Conduct follow-up interviews—especially with your pockets of excellence. Your goal is to find out what is contributing to high ratings. What managerial practices or environmental factors are contributing to positive employee perceptions?
- Share best practices broadly across other units. Share the practical strategies that you discover from individual teams and units with others in the organization.
Too often we think that the answer is “out there” somewhere. The best ideas are usually closer to home. Be sure that you are looking for them!
When agencies are hit with budget cuts, leadership development training initiatives are often the first to go. Without a clear understanding of the positive and measurable mission impact, it’s easy to dismiss leadership development as being too expensive and too time consuming. The result can lead to employees showing up for work to collect a paycheck, without the maximum motivation and engagement to support the accomplishment of their agency’s mission.
Reserve your space now to join Ken Blanchard and other leadership development experts who will share insights on how investing in your agency’s most important asset–people–will re-engage employees and grow great leaders.
Why you need to attend:
- Learn ways you can motivate yourself and others by increasing productivity, enhancing motivation, encouraging creativity, and building loyalty.
- Understand the three inherent needs every disengaged employee requires to get motivated.
- Address generational differences impacting today’s leaders and the next generation in line for those leadership roles, and why this is critical to attracting – and keeping – Generation X, Y, and Millennial employees engaged.
Share Best Practices, Skills, and Ideas with your Colleagues
You’ll also have the opportunity to interact with a panel of your colleagues as they share the leadership training, strategies, and programs that have been successful within their agencies.
- Ken Blanchard, Co-founder, Author – The Ken Blanchard Companies
- Sharon Ridings, National Training Manager – Environmental Protection Agency
- Sioux Thompson, Head of Organization Development and Learning – Board of Governors, Federal Reserve
- Jeff Vargas, Chief Learning Officer – Commodity Futures Trading Commission
- Peter Shelby, Chief Learning Officer – National Reconnaissance Office, Co-Chair – Federal CLO Council
- Naomi Leventhal, Director – Deloitte Consulting
* Register by September 17th and bring a colleague from your agency for half the price. ($174 savings)
For more information, click here or call Christine Simmons at 800-272-3933.