Posts Tagged goals
Public sector entrepreneurial initiatives serve the public by improving economic prosperity and creating jobs. Many well-known technological advances have their roots in government funded research—global positioning systems (GPS), speech recognition software, lactose-free milk, LED lighting, even the Internet itself—they all owe a portion of their success to government funded agencies.
However, we cannot lose sight of the critical role leadership plays in the successful execution of these ideas—specifically, leadership courage in three forms: going against the grain when necessary; promoting big picture thinking; and doing the right thing.
Going against the Grain: When the Air Force Research Laboratory decided to establish the Entrepreneurial Opportunities Program, leaders had to work through legal and policy challenges to provide an opportunity for sabbatical and spinning off commercial products. This is something we have come to expect from Silicon Valley and universities; however, leadership courage was the key ingredient that provided the passion and drive to do what was best for the public.
Big Picture Thinking: Leadership courage sometimes includes the will to define the future and create organization models that advance public service beyond expectations. This is a key difference between management and leadership. Looking beyond present conditions, formulating a view of the future, and embracing the art of the possible creates the conditions where technology transfer and entrepreneurism in the public sector can occur.
Doing the Right Thing: In this context, leadership courage means moving beyond checking the necessary boxes to thinking about what is missing from the public service equation. This is a leadership trait often associated with change management and it requires a confidence to explain change.
Good leadership leads to empowerment and innovation. It can be defined only when it surfaces in behavior that pulls the agency beyond the norm.
The skills that have enabled public sector innovation and technology transfer can be learned. Such learning is predicated upon a leadership development framework that highlights entrepreneurism as a developmental pillar. Even without an agency focus on technology transfer, an entrepreneurial mindset can enhance the way an agency approaches public service innovation, continuous improvement, and measures of efficacy. Agencies need to find ways to reinforce training and provide for practical applications through coaching or mentoring. This creates a safe harbor environment for trial and error. Our government should leverage the advantages of leadership development to ensure that ideas for technical innovation and technology transfer are brought forward in the spirit of improving public service and economic prosperity.
Moving from Employee Engagement to Employee Work Passion: 3 Key Ideas and Resources to Help You Get Started
Once an individual in an official manager role recognizes there is more to do than simply manage the activity of others, a great opportunity exists to take leadership to a next level—by creating employee work passion.
While often seen as comparable to the generic idea of employee engagement, employee work passion is actually a carefully identified construct. It is about leaders creating a work environment where direct reports perform at a high level, apply discretionary effort as needed, stay with an organization, recommend the organization to others, and act as good corporate citizens. This is an important distinction and one that has garnered The Ken Blanchard Companies recent awards for excellence in research and cutting edge application.*
Blanchard’s core research has identified 12 work environment factors that lead to intentions by employees to perform in a positive manner. The research has also identified the individual process employees go through in determining whether any specific work environment is deserving of their best efforts. This is the missing ingredient in so many of today’s engagement initiatives—and a major reason for the lack of improvement after their implementation.
Leaders looking to improve engagement scores in their organizations can learn from Blanchard’s research findings. Here are three key takeaways.
- Evaluate your present work environment. Review Blanchard’s 12 Employee Work Passion Factors. Consider what you could do as a leader to enhance your work environment in each area. If you are a senior leader, think about how your agency promotes and supports larger culture initiatives and how leadership training can develop and support leaders at all levels.
- Understand the personal nature of employee engagement. Recognize ways that each employee is unique. Engage in conversations with employees about their experiences in each of the 12 areas. Take the time to learn more about individual work styles, the manner in which direct reports choose to receive feedback, and how they prefer to be supported in the completion of work activities. Adjust as necessary.
- See leadership as a partnership. Work together with employees to make necessary changes. The good news is that partnering with them will signal that you value their agenda as much as your own. This alone will help build connectedness, credibility, respect and commitment. People who perceive their manager to be “others-focused” tend to score higher in each of the employee work passion intentions.
Employees appreciate working for a manager who has their best interests at heart. When managers value both results and people, they put the needs, desires, and effectiveness of their teams ahead of any personal agenda. Agency leadership must begin to acknowledge that how people feel about the way they are treated and managed is a key component to long-term success. This treatment is an integral part of the relationships that are established, built, and maintained by leaders at all levels.
For more information on improving employee work passion in your department or agency, be sure to download The Ken Blanchard Companies’ government-focused four page overview which looks specifically at increasing levels of employee work passion in a government agency setting. It’s available for immediate download at the government section of the Blanchard website. For complete access to all Blanchard research, please visit the Blanchard research archives.
*Shuck, B., Ghosh, R., Zigarmi, D., and Nimon, K. 2013. “The Jingle Jangle of Employee Engagement: Further Exploration of the Emerging Construct and Implications for Workplace Learning and Performance.” Human Resource Development Review. Volume 14, issue 1, pages 11–35.
*Zigarmi, D., Nimon, K., Houson, D., Witt, D., and Diehl, J. 2012. “The Work Intention Inventory: Initial Evidence of Construct Validity.” Journal of Business Administration Research. Volume 1, issue 1, pages 13–23.
Have you ever struggled with accomplishing, getting through, or getting started on something that you wanted to do? Many of us do. Often times we come up with an idea that we’re passionate about or that we know we can do but are hesitant to actually go through with it for fear we may fail or not have the drive or motivation to see it through.
In Ken Blanchard’s latest book, Fit at Last, Ken and fitness authority, Tim Kearin, follow Ken’s personal journey to improve his health and fitness. This quick read applies the battle with getting healthy and losing weight, something many of us can relate to, as an example of how sticking to a goal and making it happen can provide a sense of accomplishment, satisfaction, and happiness. Whether your goal is to get healthy, like Ken, start a business, or complete a major project at work, these six principles can keep you grounded as you tackle your goal.
Principle 1: Have Compelling Reasons and a Purpose
Figuring out what motivates you to make something a goal in the first place is the first principle that will set the stage to accomplishing your goal. Why do you want to do this? How will the outcome make you feel? What are the benefits that you will realize after this goal is met? If the goal is work related, find out whether or not your goal is aligned with your agency’s goals.
Principle 2: Establish a Mutual Commitment to Success
It’s tough to go it alone on any goal or task. Find someone who you care about, wants to see you succeed, and who can keep you motivated and remind you of why you started on this path in the first place. It is also important that you trust this person and value the feedback and support they can provide to you. Setting a mutual agreement that benefits both parties involved is a great way to not only hold you to your commitment, it also makes you want to accomplish your goal to reap the rewards once you reach your target.
Principle 3: Learn About Situational Leadership® II
Situational Leadership II (SLII) is a model that employs one common language and process for growing great leaders. It is a program that teaches leaders to analyze, diagnose, think, and apply leadership concepts effectively to reach their goals. SLII guides individuals at each developmental level, both business and personal, they encounter in every situation. When you have a clear understanding of your goal, your level of development, and the right leadership or support that helps you accomplish your objective, you increase your commitment, motivation, and productivity toward that task.
Principle 4: Develop Appropriate Goals
Jumping in and tackling a goal without carefully planning out your strategy can lead to burn-out and failure. Take the time to assess the goal and set some action items that will outline how you can accomplish each task. Making your goals SMART can also help you monitor your progress along the way. Evaluate where you are at certain points so you can have a clear vision of how you are progressing in your goal.
Principle 5: Set up a Support System to Hold You Accountable
It’s inevitable that you’ll struggle at some point on your quest to accomplish your goal. When this occurs, it’s important to have a support system to keep you on track toward success. Whether it be a spouse, friend, or coworker at your agency, establish regular check-ins with this person or group to report on your progress. Again, trust is important here since you need to value the feedback that you receive from your support group in order to actually apply it.
Principle 6: Have Measurable Milestones to Stay Motivated
Anyone can become disengaged if they feel that they are not making progress on a goal or task. Setting specific milestones, big or small, will remind you of each success and how far you’ve come. Setting mini rewards along the way is another way to make your journey fun. Rewarding yourself suddenly turns your hard work into something that doesn’t even feel like work at all.
What other strategies do you use to stick to your goals and commit to your commitments?
As much as I would like to jump on the “sequester bandwagon” and write yet another article about the impact this enormous change will have on our country, I’m going to take a different approach on the topic that is monopolizing water cooler discussions these days. I, like the rest of us, have been reading articles, listening to news reports, and paying attention to other’s viewpoints on what the sequester means to them, their interpretations on how we got to this point, and the personal connections they have to specific individuals that will be heavily influenced by this modification. But let’s take a look at the overall leadership that has, for the most part, guided this nation to be where it’s at today.
Most of us are familiar with The Best Places to Work report published by the Partnership for Public Service and Deloitte. The report is a survey that includes information on how federal employees feel about their workplace and their individual roles with regard to issues such as leadership, training and development, pay, and teamwork. The object of the survey is to alert leaders to areas that are falling short of employee’s expectations and satisfaction. According to the 2012 report, there are three key factors that are the driving influencers among federal staff. These factors include; effective leadership, agency mission and employee skill match, and satisfaction with pay. All three of these factors are significant, but let me call out that for the seventh time in a row, effective leadership has been the principal component that is said to drive employee satisfaction and commitment to their jobs in the federal workplace. The category that evaluates how much leadership at all levels of the organization “generates motivation and commitment, encourages integrity and manages people fairly, while also promoting the professional development, creativity and empowerment of employees,” is the lowest-rated category in the report.
There is no doubt that if this sequester happens, it will have an additional impact on already strained learning and development training budgets. Although this may resolve immediate budget issues, it will only cause far more intense repercussions in the long run. We are already seeing employees leave their public sector jobs in droves. We can’t continue to put a bandage on a much larger wound. A seven-year decline in how our nation’s leaders are performing is a significant indication that improvements are imperative.
Perhaps we need more servant leaders in the federal government, leaders that know their role is to help people achieve their goals. Servant leaders try to determine what their people need to perform well and live according to the agency’s vision and mission. Their goals are focused on the greater good and focuses on two major components of leadership-vision and implementation. Take three minutes and watch this video titled, It’s Always the Leader. In it, Ken Blanchard talks about a trip he took to the DMV and was pleasantly surprised by his experience with the facility’s leadership.
I can only imagine what federal public servants are feeling in this tumultuous time. Want a place to vent? Send in a video of how you’re doing even more with less in your role. Or, if you’re happy with the leadership at your agency (Congrats, NASA!), send us a video about how your leader motivates and inspires you to put your best food forward.
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?
In my last post, I wrote about disengaged, yet loyal, employees. I received several comments from readers and colleagues about the message contained in that article. Some wanted to know more about the personal experience that I included in the article, others questioned who would stay in a job that they didn’t enjoy, and several told me about what motivates them in their professional careers. Pay freezes and the federal pay overhaul leave much to be desired by most federal employees, but I believe it’s the passion that the public sector has for the work they do and the difference they make working at their agency that drives them to continue doing what they do and making a difference every day they step into their office.
Check out this video of government employees who enjoy what they do and definitely have a passionate work environment.
As I watched this video, the key points, words, and phrases that I found inspiring are:
- Love what I do
- How can we make it better
- Making a difference in the world
- Meaningful and important work
- Shared goals and missions
- Helping the people of the world
- Serve the nation
- Doing the right thing
- It’s not about the money, the prestige, or the position
- A new way of looking at life
- Helping people get back in a better position
Do you have work passion?
The answer may be yes! Studies show that while most government employees are satisfied with their jobs, many are not actively engaged in the performance and quality of their work. Yet, a hearty 63% of those public sector workers say that they intend to stay in their positions long-term. Factors such as leadership effectiveness, performance management, employee involvement, and pay and benefits have a significant impact on how government employees feel about their jobs. Why would someone stay in a job where they’re not satisfied? Have we become so immune to the fact that we should actually enjoy (gasp!) what we do or are we just going through the motions to collect a paycheck? Perhaps our lives have become so fast paced, that we are simply showing up and are satisfied getting by with “good enough.”
I recently sent an email correspondence out to a colleague asking several questions about a project we are working on together. Less than two minutes later, my phone rings. It was my colleague calling to talk about the email I sent. The funny thing about this scenario is that it completely caught me off-guard! It was so odd to me that instead of responding to my inquiry via email, he chose to actually pick up the phone and talk about the project. Sensing my initial “shock,” we discussed how we, as a society, have grown so accustomed to the “speed of light” work environment, the “just get it done” mentality, and the impersonal form of communication that has become the norm. After I hung-up the phone, I not only got the answer to my questions that allowed me to move forward on the project, I also felt a connection with my colleague that gave me a sense of satisfaction and engagement that felt pretty darn good. Since that brief conversation, I’ve continued to think about the message that I took from that telephone call and how I can become more engaged and motivated, not just with the quality of my performance, but in the quality of my interactions with individuals both on and off the job.
Motivation experts, Drea Zigarmi, Susan Fowler, and David Facer, believe that motivation is a skill that can be taught, learned, developed, and nurtured. Motivated employees, at all levels of the agency, experience higher levels of energy, vitality, and well-being by leveraging their natural tendency to:
- Attain and sustain peak performance.
- Craft innovative solutions to persistent problems.
- Continually build their competence and creativity for identifying opportunities to accomplish their goals, contribute to the agency’s mission, and discover new ways of motivating others.
- Build and continually enrich the organizational culture and community.
Employees are looking for leaders that can instill motivation, work passion, and creativity that inspires them to work hard and make a significant contribution to their agency.
Do you have a story about a situation that motivated you and created a work passion you never thought was possible? Share it here and let’s motivate each other.