Posts Tagged government employee
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.
Change is a constant. Like it or not, it is inevitable that at some point throughout your career, you will experience a change that forces you to rethink everything; your goals, your strategy, your outlook, maybe even your job. Nobody is exempt from change. Despite whatever GS level you currently hold or where you reside on the corporate ladder, change will find a way to squeeze onto your to-do list. When most people think of change, they think of current events that unenthusiastically impact an agency from the outside in, much like the shutdown or sequestration. The change that I’m referring to is change that comes from the inside and, if leaders are paying attention, has the opportunity to transform the way an agency, even the government, does business. The change agents that initiate these transformations are called intrapreneurs.
Intrapreneur is not a new marketing buzzword. Most people have heard of these idea generating, passionate, radical thinkers. Many companies, like Google and Apple, encourage their employees to spend time thinking outside the box to come up with the next innovative idea. The challenge, when you’ve been lucky enough to uncover a forward thinker within your organization, is preventing leadership from the unbearable internal resistance that can cause intrapreneurs to take their ideas and run. This is the last thing that government agencies need to happen while they try to obtain and retain the talent they already possess. If you are lucky enough to have an intrapreneur working at your agency, there are steps you can take to make sure they don’t jump ship at the first opportunity.
Allow Employees Time to Think – There may be an intrapreneur right under your nose and you may not even realize it. Heck, they may not even realize it! A good leader encourages and coaches individuals to instill forward thinking. Inspire your staff. Build confidence. Empower their originality. Lead change.
Nurture New Ideas – A new idea doesn’t have to derail the overall strategy of the agency. Often times, leaders dismiss what could have been a more efficient and innovative concept, that contributed to the accomplishment of the agency’s mission, simply because it’s outside the routine way the organization does business. As a leader, recognize that your ideas are not the only good ideas that come out of your department. Work with your staff, don’t dictate, about how their ideas could or couldn’t work for your agency.
Incorporate Innovative Ideas into Daily Tasks – Not all ideas will work for your agency but when a thought-out concept is brought to the table, don’t immediately dismiss it unless you’ve given it a test run. Try incorporating innovative ideas into the daily tasks that are already working for your agency. By changing the routine up just a bit, you might uncover a more efficient way of performing a task or accomplishing a goal. Taking small steps to test out a new idea can set a leader’s mind at ease by avoiding a significant set-back that could occur by taking the idea full throttle too soon. It can also make the intrapreneur feel valued, trusted, and supported knowing that their idea spurred a positive change within the agency.
People often resist change when they’re not a part of the change process. Create a culture where intrapreneurship thrives and ground-breaking ideas are encouraged and the idea generators will want to support the mission.
Are you an intrapreneur? How does your agency allow for intrapreneurship at your agency?