From an actual Facebook post:
- Morning – “I love this new job! Best job ever!”
- Noon – “I need to get out of here.”
- Early Afternoon – “I have to update my resume.”
- Evening – “I quit.”
While there are points to be made that one should never post such a dialogue on social media (and especially not while on the job!), the key point is, something didn’t fit.
That “something” is usually related to one of two factors: position or environment.
What do YOUR people say around the proverbial water cooler (or coffee pot), at lunch, or on social media?
What do they think about their position in your workplace? Does it fit them and provide a sense of purpose and fulfillment?
Are they in an environment that fits them and allows them to thrive – or are they secretly thinking the same thoughts as the Facebook poster?
Why you should listen to complaints.
While good attitudes are important in the workplace and complaining should be kept to a minimum, there are times when you as a leader should actually stop to listen to those complaints.
The next time you hear or read a complaint, ask yourself if there is a position problem or an environment problem.
A large percentage of workplace issues can be resolved by getting to the root cause, and the root cause is often one of these two factors. When people (and, yes, this includes you as the leader) are not in the right position or environment, the results surface as stress, lack of productivity, tension, absenteeism, withdrawal, and apathy.
Chances are, you either are feeling some of these things yourself or dealing with team members who are.
How can you solve the problem?
This is where the Maxwell Method of Communication Impact Report will help you understand yourself and your team members.
These assessments help to identify the best job position for each person based on their strengths and not just company needs. Matching personal strengths AND company needs will ignite enthusiasm and productivity. Let’s face it – if you love what you do, you will WANT to show up for work and give it your best each day.
The reports also identify the best working environment for each person.
For example, some people need to move around in order to think and be productive. Assigning them to a tight cubicle essentially boxes in their thinking and limits their productivity. They will become physically agitated. Many gifted sales professionals and leaders leave companies just to get outside the confines of a cubicle or office, when something as simple as a space adjustment could have kept their talent in your court.
Others prefer working in privacy. Putting them in an open space with too much activity will frustrate them immensely and affect their quality of work.
Some employees work best in collaborative environments, with lots of idea sharing, activity, chatter, and fun. Others work better alone or in small groups that meet for the purpose of targeted problem solving.
Some respond best to challenge; others respond best to encouragement.
Your role as a leader is to determine if each person is set for success – in the best job position – one that allows their strengths to shine – and in the best environment for them to be productive.
Respect for diversity.
Another important factor is to teach your team members to respect these differences in each other. And, even more importantly, to support each other in communications. As a leader, you can set the standard for this respect by respecting your team members.
For example, a D-wired leader who is accustomed to charging ahead full speed will want to adjust the volume and speed a bit when visiting the usually C-wired IT department. Let them ask questions and answer them with substance. Listen to their ideas and concerns. You will gain their respect by adjusting your pace; in turn, they will respect you as a leader enough to adjust theirs. You will end up with a quality solution in a timely manner if you work together with respect for diverse strengths and environmental preferences.
The fact is, you as a leader want people on your team who love their job all day every day, not just at 9:00 a.m. on their first day.
And to a large degree, you have the ability to help them do that – by identifying their strengths, assigning them to positions that allow those strengths to shine, ensuring they have an environment that does not limit their productivity, and training your team to respect the diversity of each individual and the value they bring to the organization.
As the CEO of Strength Leader Development, Deb Ingino is a highly sought-after international executive mentor, coach, trainer and speaker. Deb is well versed in global business operations and helps business leaders and their teams to discover and leverage their strengths, so they can create highly collaborative teams that deliver great results. With a refreshingly direct style, Deb helps leaders and their teams to deliver profitable results. Connect with Deb to learn more about her mentorship and coaching programs to equip you with advanced strategies to elevate your results.