Training Industry Magazine - Leadership 2015 Special Edition - (Page 13)
HERE ARE A FEW DO'S AND DON'TS FOR VIRTUAL INTERACTIONS WITH A DISTRIBUTED WORKFORCE:
How Not to Engage Distributed Workers
How to Engage Distributed Workers
* Send out emails with a laundry list of information items with no
clear invitation or request for questions or suggestions.
* Send out short and regular video updates with an authentic
invitation to comment and an appreciation for employees' time.
* Conduct employee satisfaction surveys; then don't share
findings. Leave people in the dark.
* When asking for input, tell people how you intend to use the
information and then follow through on your promise.
* Delegate decision authority, but when you don't like the choice
employees make, take back the authority, or provide little or no
resources for execution.
* Be explicit about an individual's or team's authority (e.g.,
whether the team has the job to make a recommendation or
the power to make a decision).
* Charter teams by email without clear decision authority,
boundaries, roles, conditions or ways to stay in communication.
* Delegate responsibility for big jobs in a web-conference. Use
graphics to walk through the task and various protocols.
TRUST IN LEADERSHIP IS A FOUNDATION
FOR EMPLOYEE ENGAGEMENT
From 2009 to 2014, Interaction Associates
conducted an annual research study surveying
leaders in hundreds of global companies.
The findings revealed that high-profit growth
companies were twice as likely as companies
with low profit growth to have high-involvement
cultures.
Companies with high-involvement cultures
were two to four times as effective in retaining
key employees as companies that simply took
remedial steps to address employee complaints
or companies that involved employees down
the line of stakeholders, with customers,
shareholders and suppliers being more
considered or engaged.
The research also confirmed that trust forms the
foundation for engagement. This conclusion
makes intuitive sense. Why would employees
want to share responsibility for results with
leaders they don't trust? Low levels of trust
create an "us versus them" mindset, not the "we"
attitude needed to create high involvement and
strong business results.
DAILY TRUST-BUILDING PRACTICES
Dependable leadership behavior is a primary
driver of trust. Here are three daily trust-building
practices to engage both co-located and
distributed workers:
* Reveal your thinking. Leaders who share
assumptions and motives win the trust of
employees. It may feel vulnerable at first, but
revealing the truth makes you stronger and
your employees safer and more confident.
If information can't be shared, state your
reasoning upfront and give people whatever
facts you can.
* Seek maximum appropriate involvement.
It's human for a leader to choose minimum
necessary involvement when tackling a
tough problem. We get nervous about losing
control of either the decision-making process
or the quality of the solution. To resolve this
dilemma, define the decision to be made and
the right level of involvement of key players.
At the very least, employees want to be asked
for their input on decisions that will affect
them personally.
* Err on the side of more communication.
When reasonable people feel included
and understand the larger goal and why
it's important, they tend to align their
own purpose and needs with those of the
collective. They make conscious choices to
course-correct when "a good move for me"
would undermine "the right move for us."
ENGAGE PEOPLE IN A WAY THAT YOU WOULD
MOST WANT TO BE ENGAGED.
Engaged employees are committed to the
mission and success of the organization. They
experience job satisfaction and bring their best
selves to work. Authentic engagement is not
extracted or manipulated into being. It is an
employee choice that comes from mutual respect
and trust with leadership. Using the Golden Rule
of Engagement, collaborative leaders reflect how
they would like to be engaged and then make
conscious choices about how to engage others.
Barry Rosen is president and CEO of the workplace
collaboration and performance improvement firm,
Interaction Associates. Email Barry.
TRAINING INDUSTRY MAGAZINE - LEADERSHIP2015 I SPECIAL EDITION I WWW.TRAININGINDUSTRY.COM/MAGAZINE
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Training Industry Magazine - Leadership 2015 Special Edition
Table of Contents for the Digital Edition of Training Industry Magazine - Leadership 2015 Special Edition
Perspectives on Leadership
Table of Contents
Infographic
A Leader's Guide to Influence
Frontline Managers as Leaders
Employee Engagement for a Distributed Workforce
Accelerating Leadership Development
Employee Engagement for a Distributed Workforce
Leaders Leading Leaders
Are You Creating a Training Course of Designing a Learning Experience
Developing Mid-Level Leaders
The Magic of Asking for Feedback
Leadership Development vs. Employee Engagement
Leading at a Higher Level
Competencies as We Know Them are Dead
Building Great Leadership Through Continuous Learning
Maximizing the ROI of e-Learning
The Difference between Leadership Development and Leadership Formation
What's Online
Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover1
Training Industry Magazine - Leadership 2015 Special Edition - Cover2
Training Industry Magazine - Leadership 2015 Special Edition - Perspectives on Leadership
Training Industry Magazine - Leadership 2015 Special Edition - Table of Contents
Training Industry Magazine - Leadership 2015 Special Edition - 5
Training Industry Magazine - Leadership 2015 Special Edition - Infographic
Training Industry Magazine - Leadership 2015 Special Edition - 7
Training Industry Magazine - Leadership 2015 Special Edition - A Leader's Guide to Influence
Training Industry Magazine - Leadership 2015 Special Edition - 9
Training Industry Magazine - Leadership 2015 Special Edition - Frontline Managers as Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 11
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 13
Training Industry Magazine - Leadership 2015 Special Edition - Accelerating Leadership Development
Training Industry Magazine - Leadership 2015 Special Edition - 15
Training Industry Magazine - Leadership 2015 Special Edition - 16
Training Industry Magazine - Leadership 2015 Special Edition - 17
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 19
Training Industry Magazine - Leadership 2015 Special Edition - Leaders Leading Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 21
Training Industry Magazine - Leadership 2015 Special Edition - Are You Creating a Training Course of Designing a Learning Experience
Training Industry Magazine - Leadership 2015 Special Edition - 23
Training Industry Magazine - Leadership 2015 Special Edition - 24
Training Industry Magazine - Leadership 2015 Special Edition - 25
Training Industry Magazine - Leadership 2015 Special Edition - Developing Mid-Level Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 27
Training Industry Magazine - Leadership 2015 Special Edition - The Magic of Asking for Feedback
Training Industry Magazine - Leadership 2015 Special Edition - 29
Training Industry Magazine - Leadership 2015 Special Edition - Leadership Development vs. Employee Engagement
Training Industry Magazine - Leadership 2015 Special Edition - 31
Training Industry Magazine - Leadership 2015 Special Edition - 32
Training Industry Magazine - Leadership 2015 Special Edition - 33
Training Industry Magazine - Leadership 2015 Special Edition - Leading at a Higher Level
Training Industry Magazine - Leadership 2015 Special Edition - 35
Training Industry Magazine - Leadership 2015 Special Edition - Competencies as We Know Them are Dead
Training Industry Magazine - Leadership 2015 Special Edition - 37
Training Industry Magazine - Leadership 2015 Special Edition - Building Great Leadership Through Continuous Learning
Training Industry Magazine - Leadership 2015 Special Edition - 39
Training Industry Magazine - Leadership 2015 Special Edition - 40
Training Industry Magazine - Leadership 2015 Special Edition - 41
Training Industry Magazine - Leadership 2015 Special Edition - Maximizing the ROI of e-Learning
Training Industry Magazine - Leadership 2015 Special Edition - 43
Training Industry Magazine - Leadership 2015 Special Edition - The Difference between Leadership Development and Leadership Formation
Training Industry Magazine - Leadership 2015 Special Edition - 45
Training Industry Magazine - Leadership 2015 Special Edition - What's Online
Training Industry Magazine - Leadership 2015 Special Edition - Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover4
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