Tag Archives: Engagement

Employee Engagement, Engage Now, Engagement, Leadership

Four Steps for Avoiding Employee Burnout

“That’s the thing: You don’t understand burnout unless you’ve been burned out. And it’s something you can’t even explain. It’s just doing something you have absolutely no passion for.” —Elena Delle Donne

You expect a lot from your employees. And, as hard as they try, even the best employees burnout from time to time. The work still needs to get done so, how can you as a leader help avoid employee burnout?

Their passion not yours

Our passion is what energizes us. One of the biggest causes of burnout is working hard on someone else’s passion. When you find ways for employees to use their own passions in pursuit of shared goals, they are more likely to stay energized and avoid burnout.

Challenging opportunities

After performing the same tasks over and over again we start operating on autopilot. Challenging opportunities keep employees engaged in their work. When they are engaged, they are far less likely to experience burnout.

Part of the big picture

No one wants to feel like a small, insignificant cog in a big machine. Every employee needs to know that their contributions are an important part of a bigger picture. When employees feel that they are an integral part of something bigger than themselves, they are less likely to succumb to burnout.

Show gratitude

We all want to know that we are appreciated. When you show gratitude to employees for their hard work and appreciation for their unique talents, they are more likely to devote 110% of their efforts to the success of the whole. When employees see that their work is appreciated, they will be energized.

Energize Your Employees

Energizing your employees is the key to avoiding employee burnout. Incorporate their passion into their work. Continually offer them challenging opportunities. Make sure they understand how important their role is in the big picture. Show gratitude for their contributions and acknowledge the value of their unique talents. Don’t let your employees’ job just become a job. Avoid employee burnout by making work meaningful, rewarding, and energizing.

 

 

© 2017 Elizabeth Stincelli

 

Liz Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the Founder of Stincelli Advisors where she focuses on helping organizations change attitudes, change communication dynamics, improve collaboration and problem-solving, engage employees, and strengthen organizational culture. Liz holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Liz by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Culture, Engagement, Leadership, Leadership Behaviors, Trust

Five Toxic Leadership Behaviors that Poison Culture

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“Live or die, but don’t poison everything.” —Anne Sexton

By Elizabeth Stincelli, DM

 

Leadership Behaviors

What you, as a leader, do everyday has a ripple effect throughout your organization. This ripple impacts the culture of the organization and determines how things are done and the level of performance you get from your employees. Are you, as a leader, nurturing or poisoning your culture? Do your behaviors give the impression that you are micromanaging everything? Are you communicating effectively? Are you so focused on what needs to be done that you forget why you are even doing it? Have you developed relationships built on mutual trust or are you fostering distrust? Are you tearing down silos in your organization or are you reinforcing them? Learn to recognize and avoid these five toxic leadership behaviors that poison culture.

Micromanagement

Kris Carr tells us, “Sometimes our need to control and micromanage everything erodes our confidence in ourselves and others. The truth: people are much more capable than we think.” Micromanagement is the result of a lack of trust and a need to feel in control. When you micromanage, you undermine you employees’ confidence in their own abilities and stifle any growth or progress they have the potential to make. Employees who are being micromanaged become frustrated and begin wasting time and resources rather than delivering exceptional performance. This type of work environment destroys morale and engagement and poisons culture. Help your employees develop their skills and gain the experience necessary to become the best they can be. Learn to trust their abilities and allow them to do their jobs. When employees feel respected and appreciated they will become more productive, more loyal, and more engaged.

Poor communication

Yehuda Berg said, “Words are singularly the most powerful force available to humanity. We can choose to use this force constructively with words of encouragement, or destructively using words of despair.” Communication is at the heart of how you, as a leader, achieve your goals. The way you communicate can create strong connections and inspire trust or it can destroy trust, morale, and engagement. Are you using your communication to build others up or to tear them down? Be transparent in your communication. You can’t know everything; ask questions, get clarification, and listen openly to the answers and suggestion your employees have to offer. Be collaborative, consider the perspective of others, and frame your communication to fit your audience. When your employees know there is open, two-way communication throughout the organization, they will be better informed and more inclined to share their knowledge and ideas.

Focusing on what instead of why

John F. Kennedy believed, “Efforts and courage are not enough without purpose and direction.” Are you focusing so much on what you do that you have forgotten why you are doing it? You can have a vision of the future that tells you where you are going but you and your employees need a purpose that tells you why you are going there. There is more to your purpose than the bottom line; it’s not just about money, it has to be about making a difference. As a leader, you must make your purpose come alive for those who follow you; focus on the impact you want to have on the world. Your employees want to know that their work has meaning, that they are part of something bigger than themselves, something that matters. If you want a resilient organization that can stand the test of time you need a strong culture; this culture must be based on why, not what. Does everyone know why the organization exists? Where it is going? How it is going to get there? What role they play?  Focus your energy on the why and allow your employees to help you figure out and implement the what that will get you there.

Lack of trust

Eric Hoffer explained, “Someone who thinks the world is always cheating him is right. He is missing that wonderful feeling of trust in someone or something.” The most important attribute you can develop as a leader is the ability to inspire trust. Without developing mutual trust you cannot lead effectively; your culture will suffer and your employees will never reach their full potential. You must create a safe space for discussion, debate, and collaborative problem-solving. Learn to welcome the challenges, criticism, and conflicting opinions that employees have to offer. Let them know that you always have their back. Show that you are authentic in all your dealings. The level of trust you develop in your organization will either add to your ability to influence others of subtract from your authority and poison your culture.

Us vs. them mentality

Sharon Salzberg said, “We can learn the art of fierce compassion – redefining strength, deconstructing isolation and renewing a sense of community, practicing letting go of rigid us-vs.-them thinking.” An us vs. them mentality divides your team, undermines your strength, and destroys your culture. You are a team; don’t let your position of authority lead you to believe you are better than anyone else. This mentality builds the silos that lead to ineffective collaboration, distrust, and a breakdown in communication. Be humble and recognize that none of you could do it on your own. Get rid of the us vs. them mentality and build trusting relationships and a sense of community throughout your organization.

Nurture Culture

What type of culture is your behavior as a leader developing? Have you developed your employees enough that you trust them to do their jobs without being micromanaged? Are your employees comfortable and even encouraged to challenge or question you? Does everyone in your organization know why they are doing what they do? Have you developed mutual trust throughout your organization? Do your employees work and collaborate as a cohesive team or have you allowed silos to be built? Pay attention to your behavior on a daily basis, I can guarantee that your employees are watching. Make sure you leadership behaviors are nurturing rather than poisoning your culture.

 

 

© 2015 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Action, Confidence, Engagement, Success, Vision

Taking Action

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“Action is the foundational key to all success.” —Pablo Picasso

By Elizabeth Stincelli, DM

 

Why Take Action?

Success is about action! It’s not what you know, who you know, or how lucky you are. It’s about what you do with what you have, where you are, right now. Taking action is a conscious choice. No one has ever achieved success by accident; every successful person made the decision to take action. Don’t know where to start; start by developing a clear vision for your future, decide what you must do to get there, and then take action. Not only is it important for you to motivate and discipline yourself to take action, but also to inspire others to act. Taking action become easier once you have a clear vision, authentic engagement, and confidence.

Vision

The Dalai Lama said, “In order to carry a positive action, we must develop here a positive vision.” What is your vision? What action can you take, that if done repeatedly, will result in you realizing that vision? Can you inspire others to take action with you? Learn to see the opportunities, in every situation. How can you use them to achieve your vision? Get others on the bandwagon; encourage them to contribute their great ideas and strategic thinking to your vision and plan for achieving it. Get specific with your vision; see it, and then go for it.

Engagement

It is easier to take action if you are engaged. Jack Welch stated, “An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.” Jack Welch’s comment applies on an individual as well as an organizational level. Engage yourself and others in envisioning new ideas, innovating, developing a strategy, and collaborating. Inspire the passion in yourself and others that lights the fire of action. Create an authentic connection to you goals and then become fully engaged in taking action.

Confidence

Dale Carnegie believed, “Inaction breeds doubt and fear. Action breeds confidence and courage. If you want to conquer fear, do not sit home and think about it. Go get busy.” In order to take action, you must overcome your fear, complacency, and disengagement. This does not mean that you will not feel these things, only that you will not let them dictate your choice to take action. Taking action becomes easier once you develop the confidence you need to take risks and confront challenges head-on. Build your confidence; take action.

Taking Action

Joel Barker told us, “Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world.” What is your vision? Can you see it? Now, how are you going to achieve it? Only through action can your dreams become real. Move yourself and others to take action. Start by creating a compelling, clear vision. Then light the fire of passion and engagement. Finally, grow your confidence. The one thing that separates those who achieve their vision from those who do not is action. Take action today!

 

 

 

 

 

 

© 2015 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.

 

Employee Morale, Engagement, Leadership, Morale, Organizational Culture, Team Building

What Do Employees Really Want?

 

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“Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.” —Anne M. Mulcahy

By Elizabeth Stincelli, DM

 

Why You Should Care

Why should you care about what your employees really want? As Anne M. Mulcahy stated, employees are more productive, satisfied, and fulfilled   when they know you care. Studies show that 70% of employees do not feel engaged in their work. Research has shown that employees are more likely to leave their positions because of their boss than any other reason. Yet, employers tend to think that a much higher percentage of employees leave for more money than any other factor. Less than 25% of leaders have a strategy for engagement. Only 40% of employees feel they even know the goals and strategy of their organization. Engaged employees are 87% less likely to leave their positions. Organizations with happy, engaged employees have two-and-a-half times the revenue and two times the net income of organizations with unhappy, disengaged employees.

The happiness and engagement of your employees affect your success and your bottom line. This should be reason enough for you to care. So, what do employees really want? I.C.E. is a good place to start.

Inclusion

Brian Eno suggested, “You either believe that people respond to authority, or that they respond to kindness and inclusion. I’m obviously in the latter camp. I think people respond better to reward than punishment.” Your employees want to be involved in something bigger than themselves. They want to know their company mission; they want to be able to tell the world what their company is up to; to be proud of where they work. Include employees in progress and strategy meetings. Encourage them to share the great things that are happening in the organization. Let them tell the story and be ambassadors for your brand.

Concern

Chris Hemsworth explained, “People who put themselves on the line and sacrifice their own safety for the greater good and for others, and anyone in any profession whose concern is the welfare for other people instead of the individual are inspiring and important.” It doesn’t matter your position or industry, you can always put your people before yourself. Let them know that you care. Your employees want a leader who provides them with concern for the greater good, empowerment, honesty, accountability, respect, and authenticity. Show them that you have concern for their growth and capability; recognize what they’re capable of and empower them to reach their full potential. Care for them as a person, not just an employee.

Engagement

Gary Hamel believed, “The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.” Employees want opportunities, responsibilities, and tasks that are directly related to achieving the goals and mission of the organization they work for. When employees are engaged they are more satisfied and create more value for the company. They want to be challenged and empowered to design their own tasks. When you engage your employees they will be more committed to accomplishing something valuable not only for the company, but for themselves, and their community.

Make it Happen

Ian Smith said, “I think happiness is a combination of pleasure, engagement, and meaningfulness.” Include your employees by sharing where the organization is, where it is going, and allow them to help design how to get there. Demonstrate genuine interest and concern for your employees as individuals. Show them that you care about them on a personal level, not just as an employee. Make sure they can see that you are looking out for their best interests before your own. Engage them in meaningful work that they find interesting and rewarding. Giving employees what they really want using I.C.E. is a simple step that will provide lasting reward.

 

 

 

 

© 2015 Elizabeth Stincelli

 

Elizabeth Stincelli is passionate about recognizing and inspiring the leader in each of us. She is the CEO of Stincelli Advisors where she focuses on helping organizations engage employees and improve organizational culture. Elizabeth holds a Doctor of Management degree with an emphasis on organizational leadership.

Learn more about Elizabeth by visiting her website, stincelliadvisors.com and connect with her on Twitter @infinitestin, Google+, and LinkedIn. You can contact her by email at stincelliadvisors@gmail.com.