Establishing a foundation of specific core practices is crucial to cultivating an engaged workforce.
 
To mitigate the array of challenges employers encounter when the opposite is the case, including:
 

• Retention Issues
• Difficulty attracting top talent
• High absenteeism rates
• Low Productivity
• High number of customer complaints

 
Each core practice plays a vital role in creating a workplace where engagement thrives.

But at the heart of it all lies accountability, and ensuring the right person is in every seat.
 
Because even one employee who is a poor fit, can significantly undermine the cultivation of a thriving culture:
 

• Maybe they're great at their job but terrible to work with
• It could be they're a great person, everyone loves them, but they don't have the skills for the role
• Or it may be that they're bad at their job AND create obstacles to effective teamwork

 
All of these employees are poor performers.

Even the employee who’s doing an excellent job technically, and even if it’s a hard-to-find skillset.
 
There is no excuse, be it apathy, the fact that they’ve been there since the company started, or they're someone’s college roommate or best friend.
 
Whatever the reason, having even one employee who is not a good fit drags down morale and negatively impacts engagement.

And disengagement is contagious.
 
So, don’t think that making just one exception doesn’t matter – it really does!
 
Because, bottom line, not holding people accountable, and allowing poor performers to stay is undermining your business success.

In the intricate web of workplace dynamics, numerous factors contribute to an employee's engagement and the decision to stay or leave.
 
Such as career development opportunities, work-life balance or compensation and benefits.

But the most crucial is the relationship between an employee and their immediate supervisor.
 
Because beyond organizational practices and company policies, it is the day-to-day interactions and managerial support that most shape an employee's experience.
 
And the following significantly influence employee decisions, including whether they will remain or move on:
 

• Manager's leadership style
• Communication skills
• Ability to foster a positive work environment

 
The old adage that "people leave managers, not companies" highlights the impact of people leaders on retention.

Therefore, recognizing the significance of effective people management is paramount for thriving workplaces.
 
And investing in training your people managers is a critical endeavor.

Traditionally, it made sense for everyone to work full-time on-site, since office equipment was only accessible at work.
 
However, this hasn’t been the case for years now.
 
Some companies have long recognized this, and, even before COVID, allowed remote work, some, if not all, of the time.
 
But, for the majority of organizations, it took a pandemic to realize it.

And, it's become clear that in order to have engaged employees and a great culture, employees now expect some degree of remote work and flexibility.
 
In fact, a recent Gallup finding shows that 60% of employees want to work virtually, some of the time.
 
So, wanting everyone to return to the office as soon as possible, does not make you an attractive prospect.
 
Whether it’s candidates interviewing with you, or your employees successfully working a hybrid schedule.
 
Yet, many organizations cling to the idea of a full-time return to on-site work.

Thankfully, however, some have already acknowledged the criticality of eliminating the outdated working methods of the past.

​Because companies offering flexibility will stay ahead of the game in engaging employees and building amazing cultures.
 
Helping with retention and with attracting top talent.

Frontline employees are the lifeblood of any organization.
 
They interact daily with customers, witness operational inefficiencies, and offer unique insights that are simply inaccessible to leaders.

So, dismissing their input is a major leadership mistake.
 
Especially in organizations aiming to cultivate engaged employees and vibrant cultures.
 
Because the consequences include a significant loss of trust in leadership.
 
And when trust erodes, it creates a toxic culture, leading to issues including the following:
 

• High turnover 
• Inability to attract great talent
• Stifled innovation
• Reduced collaboration.

 
In short, neglecting employee feedback is a costly mistake that jeopardizes success, reputation, and the bottom line.
 
Instead, nurture a culture of transparent communication, both hearing and valuing employee input.
 
By embracing this approach, organizations can thrive, innovate, and maintain trust.
 
Through engaged employees and amazing cultures.

Not too long ago, leadership was characterized by a hierarchical, top-down approach.
 
With an emphasis on control and authority.
 
Leaders were expected to have all the answers and to make decisions, often without input.
 
An approach that was regularly rigid, inflexible, and focused on maintaining the status quo.

Today's way of leading, on he other hand, emphasizes collaboration, transparency and empowerment.
 
With leaders expected to be more accessible, and to engage in more open communication with their teams.
 
To facilitate their growth and development, providing them with the tools, resources, and support they need to achieve their goals.
 
And, almost above all, to be kind and to show their employees they care.
 
All of which improve morale, engagement, and productivity.

the old way is no longer enough.
 
And it is likely that this new approach to leadership will become increasingly important.
 
With an emphasis on prioritizing empathy, compassion, and kindness.
 
Which is more likely to build engaged, high-performing teams.
 
And a culture of empowerment – the key to future-proofing an organization.

Just beneath the surface of countless workplaces today, a subtle yet significant leadership issue lurks.
 
That couldn’t send a clearer message to employees: "Your time doesn't matter. Your concerns are irrelevant. I've got better things to do."

Specifically, when a people leader outright neglects 1:1s, routinely reschedules them or, even worse, just doesn’t bother showing-up.
 
Employees want to feel valued, heard, and supported.
 
So, when these crucial meetings are constantly in flux or don't happen at all, it's a recipe for disaster.
 
Trust and respect in leadership are gone, and employee engagement and motivation is down.
 
There’s just no escaping the fact that flaky 1:1s are the ultimate morale killer, and there is simply no good excuse.
 

• It doesn’t matter how busy the leader;
• It doesn’t matter how many customers there are to see;
• It doesn’t matter that a leader has too many direct reports (well, it does, but that's not the employee’s problem).

Insisting that it's just impossible to find the time is a serious dereliction of duty.
 
And leaders who renege on them should reconsider leading people.
 
Bottom line, to have a happy, engaged, and productive teams, treat 1:1s as sacred, show up, be present, and listen.
 
It's not rocket science; it's just good leadership.

Leadership, often associated with boardrooms and strategies, is, in fact, fundamentally about people.
 
Because true leaders invest in people's development, serving 𝙩𝙝𝙚𝙞𝙧 needs, to enable success.
 
This approach is known as servant leadership, focusing on making a positive impact on those under their care.
 
But where to begin?
 
Leaders must start asking themselves the following, powerful question, each and every day:
 
"𝙃𝙤𝙬 𝙬𝙞𝙡𝙡 𝙄 𝙗𝙚 𝙧𝙚𝙢𝙚𝙢𝙗𝙚𝙧𝙚𝙙?"

• Will employees describe you as one of their best bosses ever? 
• Will they know that you cared about them, and wanted to see them succeed?

 
Servant leaders are selfless, giving their time, knowledge, and support to foster others' success.
 
By putting others first, these leaders earn respect, while fostering loyalty and unwavering commitment.
 
Additionally, honing the art of servant leadership skills yields benefits like heightened employee engagement and improved business performance.

In short, it represents the pinnacle of leadership excellence.
 
In stark contrast to authoritarian or self-serving leadership, with its focus on personal gain.

And disregard for employees’ well-being and development.
 
As opposed to the growth and empowerment of others.
 
https://www.inc.com/marcel-schwantes/one-of-most-powerful-questions-every-leader-should-be-asking.html

Employee engagement is not just a buzzword.

It's a crucial element in driving organizational success.
 
And it turns out that managers play a pivotal role in creating a motivated, committed workforce.

According to Gallup, managers account for at least 70% of the variance in employee engagement levels. 
 
Effective management involves several key components, the first of which is strong leadership.
 
Managers need to lead by example, demonstrating dedication, enthusiasm, and a clear vision for their team.
 
And providing guidance, encouragement, and opportunities for growth.
 
Transparent, two-way communication is another vital element .
 
Establishing open channels for dialogue, ensuring teams know their voices are heard and valued.
 
In short, managers showing their employees they genuinely care.

Because when employees feel supported and that their managers care, they are more likely to stay engaged and committed to their roles.
 
Understanding the incredible influence managers wield over employee engagement emphasizes the necessity of investing in leadership training and development.
 
Therefore, it’s essential to equip people managers with the skills, knowledge, and tools required to foster a positive and engaging work environment.
 
Because when managers are well-prepared, the entire organization benefits from a more motivated, productive and engaged workforce.

We are living in a time when the world of work is shifting towards new norms.
 
Including the criticality of leaders who care for their employees.

Which is why the fact that stacked ranking is still the norm in some organizations is so shocking!
 
It’s a 1980s practice popularized by the late Jack Welch, General Electric’s former Chief Executive Officer.
 
Where managers are forced to designate a certain percentage of their direct reports as low performers, whether or not they actually are.
 
But they must fill a certain quota.

It is counter to anything remotely close to caring, and, instead, it enhances a culture of toxicity, and of leading through fear.
 
Because not only are employees forced to compete with one another, and hang onto information, instead of openly sharing with their teams.
 
They are also less likely to speak up about unfair workplace practices, and it destroys trust in leadership.
 
The linked article below talks about one manager, who quit his job in protest at the practice.
 
Because, yes, it’s tough on people managers too, requiring them to rate a solid performer as poor.
 
Of course, not everyone can afford to leave a job because they are unhappy with a certain practice.
 
But shame on leaders, who put their managers in this position, to begin with, and continue to cultivate the leadership of old.

Leading through fear, and a top-down, hierarchical approach.
 
The antithesis of what is required today to engage employees and cultivate a people-first culture.
 
http://tiny.cc/StackedRanking​