7 Keys to Engaging Your Employees

In my last post, I was asked how to grab the leadership bull by the horns when you suddenly find yourself thrust into a new position.

And I said the first 100 days are critical.

To review, you’ve got to have a plan, you’ve got to have dialogue…and as many one-on-one meetings as possible!  If you haven’t read my comments yet, you can find them here.

Moving on…

Here are 7 more ways to “ace” that first 100 days:

1. Set expectations early. People want to know what you stand for.  Let them know what’s important to you as a leader. I typically send a list of my top 10 expectations to my team in the first few weeks.

The worst thing you can do is leave them guessing.

2. Set an example. Your minimum behaviors will be your team’s maximum performance. If you expect people to be on time, you need to be on time. If you expect managers to get out of their offices, you need to be out of your office. If you expect people to wear their safety equipment, you need to wear your safety equipment.

It’s simple.

You can’t lead people where you yourself aren’t willing to go!

3. Signal your priorities.  If you spend the first two hours of each day on your computer and not with your team, they’ll notice. They’ll assume they’re not as important as your e-mail. If you’re all about the inventory numbers and not the on-time delivery results, they’ll think you don’t care about customers.

Always be aware…

Your actions telegraph your intentions.

4. Create a buzz.  Do something to get everyone talking. Make it dramatic enough that it gets the point across instantly.  Here’s an example.  In one manufacturing plant, I had the maintenance team paint over all the signs for the reserved parking spaces for managers…mine included!

The message was clear:

No special treatment.

We’re in this together.

5. Communicate with employees regularly.  Look, leadership changes can make people uneasy.  Your employees will want to know, will there be any organization changes? What are your initial observations? How are things going?

TIP: Send a weekly e-mail to your team.

Let them know what you’re seeing and what they can expect. If there’s any void in communication, worry, speculation, and rumors will spring up in its stead.

6. Create the mood. Attitude is contagious. You need to be upbeat and “on your game” when you’re around your team – no matter what’s going on for you personally. Be empathetic when you have serious issues to deal with, of course.  But if you’re consistently upbeat and in good spirits, the team will mirror your energy.

A leader who’s quiet, unresponsive, angry, abrasive or sarcastic, will suck the life out of any team. Always think about what mood you’re conveying.

7. Cast a vision. At the end of the first 100 days, your team’s strengths and weaknesses will be evident. The goal now is to communicate your vision for the future. Know where you want to go. Let your team “see” your vision in a way that’s clear and concise.

Setting the tone early is critical.

All eyes are on you as the new leader, so make it count.

Create a buzz, set an example, show your priorities, establish the mood and most of all…

BE PRESENT.

All of the above will save your gluteus maximus down the line if and when you need to work as a team on the tough issues.

That’s all for today.

One more thing, if you haven’t already, be sure to get your copy of my book I Have The Watch by going here.

And if you buy it before October 30, 2019, and send me your receipt, I’ll send you a special 20-minute video interview I recorded called “Engage Your People, Or Die” that contains some of my best “shotgun” tricks for quickly bringing your team on side when your survival depends on it…because it does!

This recording is NOT for sale anywhere.

And I honestly think it’s some of my most valuable content on the subject…not that I’m biased or anything. 😉

I could probably charge as much as $49 for the video, but it’s yours FREE if you buy the book and send me your receipt by October 30th at 11:59 PM.  Grab your copy today!

Interview on the Coach Bru Podcast

 

Today I appeared on The Coach Bru Podcast to talk about my latest book, I Have the Watch. During this podcast, I talk about the origins of my leadership story and the genesis for my new book.

Coach Bru is a speaker, executive coach, and an award-winning author. And, if you’ve already read my book, you’ll recognize that he wrote the amazing foreword for that book.

This is a great back-and-forth discussion on the importance of leadership and the role of the leader. So, listen in and enjoy my conversation with Coach Bru! There is a video of this interview as well on YouTube.

For those of you who have been asking, I Have the Watch is now available on Audible.

These Four Words Set Great Leaders Apart

“Bad bosses are small-minded. Great leaders are mission-minded.”

The best leaders are great communicators. They understand the importance of clear, concise, and continuous communications with employees. These leaders know how critical it is to get every employee rowing in the same direction. They appreciate the significance of getting employees to recognize and carry out the organization’s mission.

So, why do most companies and leaders ignore their mission statements? The problem is that these statements are typically long, complicated, and boring. They are written by committees and end up sitting in binders on dusty shelves or in cheap frames in the company’s lobby. Few have ever read them and even fewer can recite them. They’re completely irrelevant to the day-to-day operation of the business.

“When everyone knows the mission, there is cadence. When no one knows the mission, there is chaos.”

But, what if there was a better way? What if there was a simple solution to embed the company’s mission in everyday discussions? What if there was an easy way to get everyone on the same page?

This can be done and it’s easier than you think. Let me give you an example.

More than 20 years ago, my wife was a first-year teacher teaching at a small public school in Georgia. She had an amazing principal who was leading that school. The school had a mission to maximize the teaching time for each student. He wanted teachers to teach and not conduct other school business. He found a simple way to communicate his mission, he used just four words. In every meeting and interaction with his teachers, he simply said, “Get up and teach.”

If teachers found themselves grading homework or working on lesson plans when the students were in the classroom, he wanted his words to remind them of what to do. He wanted them to put down their pens, get up out of their chairs, and teach students. Four simple words, “Get up and teach,” was all he needed to communicate the mission.

What’s interesting is that all these years later, my wife still has those words echoing in her ears. Any time she sits down in the classroom and she’s doing something other than teaching, her former leader’s words come to her. If she’s grading a paper or doing some administrative work, she hears his words, “Get up and teach.” So she does. She puts down her pen, gets up, and she teaches because she knows that’s really what she’s there to do. These four simple words have stood the test of time. A mission statement she will never forget.

This is something I have adopted in my business.

I run a manufacturing company called Peak Demand Inc. which I co-founded in 2016. We started this company because we believed that customers were tired of the existing suppliers in the industry. Lead times were long, prices were high, customer support was poor, and the buying process was complex. We wanted to change that. This was our mission.

I chose four simple words to communicate that mission. I remind employees daily that we are a “Different kind of supplier.” Our mission is to provide something to the market that they can’t get from the other guys.

For example, other suppliers take 4-6 weeks to ship their product, we do it in 24 hours. Other suppliers have complex buying processes but you can order our products online and pay with a credit card if needed. If anything goes wrong in the field, the other guys make it hard to get it resolved. We have people on the phone 24 hours a day with the goal of getting the problem fixed as quickly as possible.

We’re different. We’re customer-driven, friendly, and we make things easy. When an issue comes up with a customer, I want my words echoing in the ears of my employees. When they start thinking like a big company, I want my words to remind them. I want them to choose a solution that would be different from the rest of the industry. I want them to be a “Different kind of supplier.” It’s a quick and simple way to remind my employees of what the mission of our company is.

Great leaders are mission-minded. if you want to be a great leader, you also need to be a great communicator. You need to communicate your mission daily. To do this, all you need is a simple, easy-to-remember way, to remind your employees of what’s important. Think about my wife, more than 20 years later, she is still reminded of those four simple words, “Get up and teach.” She’s still following them today even though she’s no longer part of that leader’s organization.

Make your mission statement so simple and so effective that when your employees hear it, they get it. They internalize it. It becomes part of who they are. If you do that, you’re going to build a mission-driven organization and be a much more effective leader.

Can you communicate your mission in just 4 powerful words? Will your team remember it 20 years from now?  Mission-minded leaders answer yes to both these questions.

Reach out to me on Twitter and let me know what you think. I’d love to hear from you.

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