Kick it into gear

©iStockphoto.com/Stephen StrathdeeThere’s no doubt about it: the past year or so has been a lean time for most companies. And while there’s hope that the worst (economically speaking) might be behind us, we aren’t out of the woods yet. The dark days of the recession have spawned a troubling new issue, one that could cripple organizations even as we head into recovery. The looming problem? A widespread loss of employee engagement.

Even if companies haven’t literally lost their employees, many have lost them psychologically. And if leaders don’t strive to change that – to create a positive culture that energizes people – there will be dire consequences.

Tired of working more hours for less pay under the threat of termination, many Americans have mentally checked out of their jobs. They are simply doing what they need to hang on until something better comes along. In fact, a recent study by the Workforce Institute at Kronos shows that in organizations that have experienced layoffs, 40 percent of employees report that their productivity has suffered. Of that 40 percent, two-thirds believe morale has been negatively impacted and that they aren’t as motivated as before.

It doesn’t take a genius to figure out this atmosphere is not conducive to an organization’s success, now or in the future. But with limited funds and deadlines that still need to be met, what’s a leader to do? For starters, you must focus on winning in the workplace if you want to win in the marketplace.

For leaders, now is the time to improve your company’s culture and get inside your employees’ heads. You need to personally make sure your company is a place where people want to work. You can allow the current economy to crush your morale, confidence and spirit, or you can choose to proactively shape your organization into one that is positive, resilient and prepared to take on challenges. Here are nine strategies to boost morale and engagement in the current economy.

1. FOCUS ON PEOPLE, NOT NUMBERS. True, there are a lot of numbers to worry about – investments, the bottom line, next quarter’s profits (hopefully) – and it’s easy to become fixated on those figures. If your brain is spinning with strategies on how to stay out of the red, take a step back and remember that your company isn’t what shows up in the spreadsheets – it’s the finance people themselves, the mowing crews and the salespeople and support staff. Ultimately, an organization’s success is determined by the moods, innovation, energy, thoughts and behaviors of the people who work there.

2. PRACTICE. POSITIVE LEADERSHIP. And no, “positive leadership” doesn’t simply mean the absence of overt negativity. It means remaining purposeful in the face of adversity. While it’s important to acknowledge the obstacles your organization is facing (after all, no one really respects a naïve Pollyanna!), don’t dwell on them in meetings or in individual conversations, and don’t bring up bad news before you’ve pointed out one or two things that are going well. Instead of being disappointed by where you are, optimistically focus on where you are going.

Right now, negativity and fear are probably knocking your people off balance. It’s a scientifically proven fact that the nature of our thoughts affects our lives in tangible ways. I firmly believe that if you think your best days are behind you, they are. However, if you think your best days are ahead of you, they are.

Therefore, it’s time to regroup, refocus, and unite your people to create a winning mind-set, culture and positive team environment. Remember, culture drives behavior. You win in the office first. Then you win in the marketplace. With a winning team you create strength on the inside that can withstand the negativity, naysayers, and adversity on the outside.

3. FILL THE VOID. These are uncertain times. Employees are questioning how their industries and jobs will be impacted by the current economy. They’re unsure about what actions to take. Unfortunately this uncertainty creates a void, and my theory is that where there is a void, negativity will fill it. In the absence of clear and positive communication, people start to assume the worst, and they will act accordingly.

As a leader, you must personally meet with your employees and continually communicate, communicate, communicate. You must be seen and heard, and you must also hear and see. If you always fill the void with positive communication, then negativity and fear can’t breed and grow.

4. make transparency the norm. After all, the more you communicate, the more you foster trust, and the more loyalty is built. Talk to your team members often, and let them know where they stand. Encourage your managers and supervisors to do the same. Host frequent town hall meetings in which you listen to employees’ fears, concerns, and ideas, and share your vision for the future.  

5. Get rid of bad employees. Tell energy vampires, “It’s time to get on or off the bus.” No matter how many pep talks you give or good behaviors you model, your efforts won’t go far unless everyone is on the same page. That’s right: everyone. You might be tempted to think that a few non-conformists and cynics won’t prove to be a major problem if the majority of your people begin to share in your positive vision, but you’d be wrong. I call those who are a constant source of negativity “energy vampires” because they suck the energy and life out of everyone around them. Their presence pollutes the waters and can have a highly detrimental effect on the team’s morale, confidence, and overall performance.

Once you’ve identified the naysayers on your team, gently approach them and give them a chance to get on the bus and share in a positive vision. However, if these energy vampires refuse to get on board, then you must get them off the bus. There are no ifs, ands or buts about it. Even if your biggest complainer happens to be your highest performer, his negative energy outweighs his positive contributions. Once again, it’s crucial to remember that culture fuels performance and results. One cancer cell can multiply to destroy the body.

6. FORBID COMPLAINING. All complaining. Yeah, that’ll happen when pigs fly, you’re probably thinking. Successful organizations with great cultures focus on solutions, not on complaints. The rule is simple. Let your employees know that they are not allowed to complain unless they also offer solutions.

Remember, banning complaints is tough love for the good of the whole organization. When you boil things down, complaints are just noise and nothing more – but each one does represent an opportunity to turn something negative into something positive. Turn your employees from problem-sharers to problem-solvers – it’ll make an unbelievable difference in your company’s atmosphere, and it will lead to new ideas, innovations, and success.

7. TEACH PEOPLE TO BE HEROES. Both heroes and victims get knocked down. The distinction between the two groups lies in the fact that heroes get back up while victims simply give up. Help your employees to realize that they are not victims of circumstance. Rather, remind them that they have a high focus of control – in other words, they have a significant influence over how things turn out.

Goldfish let fear paralyze them, but sharks choose to swim ahead, believing the best is yet to come. Faith and belief in a positive future lead to powerful actions today. Learn the Positive Shark Formula: Events (E) + Positive Response (P) = Outcome (O). True, you can’t always control the events in your life, but you can control how you respond to these events – and your response determines the outcome.

In a rapidly changing world, it’s important to choose faith over fear. The two share a future that hasn’t happened yet. And the main thing that separates them is hope, or a lack thereof. Faith believes in a positive future and creates heroes, while fear believes in a negative future and creates victims. Think about it. The rest of your life hasn’t happened yet. Why not choose to believe that good things are coming your way?

8. FOCUS ON THE SMALL WINS. The key is to always place your attention on those little, ordinary, non-spectacular wins that add up to big successes. My credo is to expect success, look for success, and celebrate success. When you focus on small wins, you gain the confidence to go after and create the big wins. It’s the same advice I give to NFL teams as well as to Fortune 500 companies.

Keep in mind that employees might currently be discouraged or burnt out right now, so make sure to really highlight and celebrate the small wins in order to foster loyalty, excitement, and confidence.

After all, championships are won as the result of many small wins.

9. Put SHARKS IN KEY POSITIONS. When the economy was thriving, it didn’t matter as much if key employees turned in a mediocre performance. Now, that isn’t the case. Look at your team and figuring out which people display the characteristics of driven, go-get-’em “nice sharks,” and which are “goldfish,” or more natural relationship managers.

Your sharks are the people you need in sales or business-driving positions. Your goldfish, or relationship managers, are better suited to answering phones, taking orders, and cultivating customer goodwill. People who aren’t in the right positions won’t thrive – and your organization will constantly find itself struggling. Too many organizations have relationship managers in sales positions, and that’s why they aren’t thriving. Put your people in the right positions and allow them to do what they do best – and they will help your company to perform its best.

These are uncertain times, and no one can predict what the future will look like. Realistically, even if you devote yourself to helping your employees think their best and be their best, some might still find themselves better suited to positions outside your company. That’s OK.

The main thing is emphasize to your team that the world is full of opportunity for those who are willing to stay positive, work hard and find it.

Ultimately, by filling the voids with positive leadership, positive communication, and positive action, there is one thing you can be certain of – a future in which your organization is stronger, wiser, and better than it is today.
 

The author is a consultant and speaker. He wrote “The Shark and the Goldfish: Positive Ways to Thrive During Waves of Change.”