Last week I talked about the Customer Experience Judgment Day upon us.
Maybe it’s Judgment Day for Employee Engagement, too.
Today I received two emails from the same client.
The first one linked to this article about how middle managers are the workers closest to burnout, because (among other things) they are translating between frontline workers and executives, two groups with vastly different motivations and goals.
This client–a middle manager–then sent a second email describing a coworker she enjoyed. She added a reflection:
As much as I complain about this place, the people are amazing and they are the reason I stay.
I have written about how relationships with coworkers add meaning to seemingly meaningless work. It’s worth a read if you want to grow those relationships–or have a laugh.
But the very concept ought to strike fear into the hearts of executives.
I have had managers at many of my clients over the years say to me, “I’d leave, but I hate to leave my team.”
Or, “I just can’t abandon my people, even though I’m extremely frustrated here.”
Business owners and executives, you surely know by now that your people are not plug-and-play. Everyone is replaceable. But you can’t just find “another one” and fill the role vacated by the unengaged.
What is under your control to start addressing the unengaged?
Are you taking time to listen to their fears and frustrations? Do they feel heard?
Are you recognizing not just their successes but their efforts? Do they feel valued?
And are you connecting the dots between their efforts and their impact? Do they see meaning in the work?
Those are three lines of attack. There are more.
A client recently told me that he wished he had never been called “manager” early in his career.
“You manage things,” he said. “You lead people.”
It’s true for middle managers, and it’s true for executives. People aren’t things. If you need more ideas for honoring the dignity of your employees, start with this podcast episode–and call me.