How to Engage Employees-1

It is a common phrase that Rome wasn't built in a day. But what’s more important is the fact that it wasn't built by just one person, and the same goes for any major corporation.

From my experience, people tend to fail when they aren't inspired. Jack Welch, 
former CEO of General Electric, said, “No company, large or small, can succeed over the long run without energized employees who believe in the mission and understand how to achieve it.”

To your employees, you represent the company. The more you prove your worth to your employees, the more they will respect you and that is a major step towards building loyalty.

Yet, all too often business leaders and managers spend an inordinate amount of time addressing performance issues with “high maintenance, low producing” employees. These individuals can be toxic to a company’s culture. However, we continue to spend time, money and energy trying to spur a course correction by someone who either isn't a good fit for the role / organization, or is unwilling to embrace real change and growth. The consequence is that the organization hobbles forward with an ailment that isn't properly addressed, and overall health and capacity suffer.

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A caveat here: My intent is not for you to label a difficult employee as high maintenance and therefore un-coachable. Sometimes, an employee is a bit of a “diamond in the rough;” someone who has hidden exceptional characteristics and/or future potential, but lacks the final touches that would make him/her truly stand out.

Be honest with yourself here: It’s not about having a charity project because you have a big heart. In the end, enabling or pitying someone neither demonstrates true respect nor aids in the individual’s or company’s growth. When in a situation with someone who has a history of being challenging, choose to interact differently with the person – break the pattern and form a new contract with new expectations.

Have a plan. This may sounds rudimentary, but more often than not, good employees are left to their own devices. Track and communicate tangible progress. Connect the organization’s goals directly to the employees’ work so they can see how their actions produce results. People like to contribute and be a part of something bigger. Progress begets more progress.

When you give attention to an employee with potential, you set the tone that at the company, personal and professional growth is expected and performance is rewarded.