Fix the Window

Years ago, I worked at an organization that did a company-wide survey on various issues such as compensation, benefits, ability to advance, collaboration, leadership, communication, and others. The item that was surprisingly high on the list was management’s inability to deal with non-performance.

Money is always high on the list, pay people properly. The ability to advance and grow is up there as well, offer an environment where people can thrive and improve. But what may have appeared to be a minor issue when they crafted the survey became a big topic of discussion.

Accepted Behavior

When we dug deeper, it was clear that employees wanted to be treated fairly which is no surprise but things that were tougher to measure like favoritism and compassion came to the forefront.

One stakeholder said she had grown tired of seeing others in her department being allowed to show up late for meetings, unprepared, miss deadlines, and nothing was done about it. Another mentioned he had cared less and less about his department because his boss was doing the same. In “The Tipping Point”, Malcolm Gladwell calls this the broken window hypothesis.

Gap Analysis

This is where something small turns into something that can paralyze your organization which is leadership’s inability to deal with people showing up late for meetings, not getting their work done, or playing favorites. Those little things can add up to a feeling or an attitude you can't quite describe and it can hurt a company at the core.

There are data that shows close to a trillion dollars in lost revenue just in North America each year is attributed to disengaged employees. The challenge is committing to engagement.

The cost of great people isn't only measured by competitive compensation, pension contribution, and three weeks' vacation.
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Repairing the Windows

Years ago, I worked with an organization that did a company-wide survey on various issues such as compensation, benefits, ability to advance, collaboration, leadership, communication, and others. The item that was surprisingly high on the list was management’s inability to deal with non-performance.

Money is always high on the list, pay people properly. The ability to advance and grow is up there as well, offer an environment where people can thrive and improve. But what may have appeared to be a minor issue when they crafted the survey became a big topic of discussion.

Accepted Behavior

When we dug deeper, it was clear that employees wanted to be treated fairly which is no surprise but things that were tougher to measure like favoritism and compassion came to the forefront.

One stakeholder said she had grown tired of seeing others in her department being allowed to show up late for meetings, unprepared, miss deadlines, and nothing was done about it. Another mentioned he had cared less and less about his department because his boss was doing the same. In “The Tipping Point”, Malcolm Gladwell calls this the broken window hypothesis.

Gap Analysis

This is where something small turns into something that can paralyze your organization which is leadership’s inability to deal with people showing up late for meetings, not getting their work done, or playing favorites. Those little things can add up to a feeling or an attitude you can't quite describe and it can hurt a company at the core.

There are data that shows close to a trillion dollars in lost revenue just in North America each year is attributed to disengaged employees. The challenge is committing to engagement.

The cost of great people isn't only measured by competitive compensation and a good benefits package.
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More Than Base Salary

We work because there are things we need and want to buy. We work because we want to be a part of something bigger than ourselves. We work for many reason past the paycheck, but the paycheck is a key element.

I have seen countless employee surveys and compensation is always on the list along with the ability to advance and have purpose. But if money is the top concern, you have a serious problem.

There are data that shows close to a trillion dollars is lost each year in North America due to disengaged employees and it all comes from the relationships we have and build within our organizations. So the next time you are hiring someone, ensure the discussion goes well past what you're going to pay them.

Yes, pay them properly, but the cost of great people isn't measured simply by competitive compensation and a good benefits package.

Engage with each other daily and watch what happens.
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The Cost of Great People

Years ago, I worked with an organization that did a company-wide survey on various issues such as compensation, benefits, ability to advance, collaboration, leadership, communication, and others. The item that was surprisingly high on the list was management’s inability to deal with non-performance.

Money is always high on the list, pay people properly. The ability to advance and grow is up there as well, offer an environment where people can thrive and improve. But what may have appeared to be a minor issue when they crafted the survey became a big topic of discussion.

Accepted Behavior

When we dug deeper, it was clear that employees wanted to be treated fairly which is no surprise but things that were tougher to measure like favoritism and compassion came to the forefront.

One stakeholder said she had grown tired of seeing others in her department being allowed to show up late for meetings, unprepared, miss deadlines, and nothing was done about it. Another mentioned he had cared less and less about his department because his boss was doing the same. In “The Tipping Point”, Malcolm Gladwell calls this the broken window hypothesis.

Gap Analysis

This is where something small turns into something that can paralyze your organization which is leadership’s inability to deal with people showing up late for meetings, not getting their work done, or playing favorites. Those little things can add up to a feeling or an attitude you can't quite describe and it can hurt a company at the core.

There are data that shows close to a trillion dollars in lost revenue just in North America is attributed to disengaged employees and it all comes from the relationships we have and build within our organizations.

The cost of great people isn't measured simply by competitive compensation and a good benefits package.
__________________________________________________________________
Kneale Mann | Leadership and Culture Strategist, Writer, Speaker, Executive Coach helping leaders create dynamic culture and improved results.

natcom

Content. Context. Community. (cont'd)

Money, That's What I Want

If you’ve been in the workforce long enough, you have probably been asked – formerly or informally – about your reasons for wanting to work in a certain industry or at a particular company. You may think that the number one reason most people cite is compensation but that is virtually never the case.

Clearly you want to make a good living but it must come with more than a good deposit in the bank account every two weeks. Don'cha think?

Ask a former Wall Street rockstar if it was worth it.

Guess What Happened To Me Today?

Think back to the last ten business conversations you’ve had. Now count up how much time was spent by anyone on work environment, coworkers in a negative light or lack of respect in the workplace verses real actual business chat.

What Will Make Us Happy

More widgets? More efficiency? Quicker turnarounds?

Or a co-creative environment of encouragement, strong internal customer service and personal/professional growth where your strengths and abilities are valued?

Nah, dumb idea, let's go with the widgets.

@knealemann

photo credit: djibnet.com