3DIRECTIONS OCTOBER 2009
Real EstateWhile Guam anticipates the largest military relo-cation exercise in history, there is still apprehen-sion in the air from many residents. Yet members of the real estate industry remain optimistic and project trends appear advantageous for both investors and realty professionals.
October 2009 Vol. 14, No. 10
ProfilesVelma Harper 56Veterinarian, Harpers Veterinary Hospital
Kate Baltazar 57Project Director, WestCare Pacific Islands
Bryan C. Sualog
Norman Analista, Peggy Denney, Marty Herron, Kim Komando, James Lea, Ron Marks, William B. Martin Jr., Karri Perez, Jac Perry, Jerry Roberts, Ken Stewart
Taliea DesignworksDavid Castro
Steve Hardy, David Castro
Stephani Ferrara, Rayann Taitano
Nellie Joy Roberts
Adam Cooper, Kian Cooper, Aiden Ferrara, Allejandra Ferrara, Aylah Ferrara, Josiah Roberts and Micah Sablan
Opinions expressed in Directions are not necessarily those of the publisher or our advertisers.
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LeadershipAs more and more baby boomers near the retir-ing age, more and more Generation X and Y employees are entering the workplace in order to fill the void. The workplace has become a multi-generational one each generation with its own set of perspectives, values and attitudes.
Family ConnectionFew things are as American in concept as the fam-ily business. Though the phenomenon exists wher-ever there are families and the need to survive, Americas history is full of triumphant and tragic stories of companies and businesses made up of family members and a common drive to succeed.
Guam Food Guys Top PicksIts never easy whittling down a longer list to just 25, said Ken Stewart, best known as the Guam Food Guy. While he adds that there are many deserving restaurants, he names his top restau-rant picks for 2009.
INTERVIEWPete Roberto, DirectorDPHSSGot a virus threatening? Need to deal with abuse issues? Want to implement a public assistance program? All this and so much more that it would make you dizzy winds up at the doorstep of Pete Roberto and his team. For some-one who says that he always wanted a job where he could help people, it doesnt get any better than this.46
Regular FeaturesPerspective 4Signposts 6Picture This 8People 10Diversions 52Fresh Inc. 54Executive Environment 55Enviro Views 58Sales Department 59Digital World 60Human Resources 61Managers Toolbox 62Customer Index 66Higher Thoughts 67Family Business 68
4 DIRECTIONS OCTOBER 2009
In recent years there have been a flurry of surveys performed on what is known as employee engagement. The terminology is often different, but the premise is always the same: People show up at their job, but:
How many really have their head in the work? How many are passionate about what theyre doing? How many are giving their absolute best effort?
The results of these surveys dont make managers very happy. Global research company The Gallup Organization reports that in world-class organizations, the ratio of engaged employees to those who are actively disengaged is near 8:1. Thats eight people work-ing at a high level for every one whose lights are basically turned off and is not making a valuable contribution.
What about organizations that arent in the world-class category? Brace yourself. Gallup says that in average organizations, the ratio of engaged to actively disengaged employees is 1.5:1 or 40 per-cent who are good at cashing their paycheck, but little else.
There was no data for below-average employers. Maybe thats be-cause no manager would ever admit that she/he is leading one, or because Gallup figures that 1.5:1 is bad enough and theres no need to pile on added misery. Whatever the reason, you and I both know that those kinds of organizations exist, where it seems that nobody at all is engaged.
So, if we find ourselves in the average or Heaven forbid what we know is the below average group, what can we do?
In the past 15 years Guam Training has had the privilege to work with thousands of employees from a couple hundred organiza-tions in our private, public, and military sectors. From the feedback weve received we can draw some conclusions on what strategies will bring results. What follows is taken from our course, RPM: Recognition, Praise & Motivation. In no particular order:
1. Personally thank workers for doing a good job, and do it often. Make it timely, sincere, and be specific. Develop both a formal and (especially) an informal program for recognition and rewards.
2. Take the time to meet with and listen to workers.
3. Provide specific feedback about performance, the department or organization. Keep people in the loop.
4. Encourage new ideas and initiatives. Let people have the free-dom to fail.
5. Educate workers on how the organization makes money, what
the business plan is, and how the worker fits into that plan.
6. Share your vision for the future and tell them why what they do is important.
7. Involve workers in decisions, especially those decisions that affect them. Give people more autonomy as they earn it. This pro-motes ownership.
8. Give people a chance to grow and learn new skills. Show them how to meet their personal goals within the context of meeting organizational goals. Create a partnership with each worker.
9. Celebrate successes. Build morale, bond workers together.
10. Share the organizations history with the people you work with. When people have a sense of the road that others traveled to create the opportunity they have, it ties them to something larger than just a job.
Do the same with your personal history and background. Let your team know something about you. Talk about some of your early successes, and dont leave out failures. Being able to admit that youve also made mistakes humanizes you and makes it easier for people to connect with you.
You might notice that we havent discussed compensation yet. Contrary to what most managers believe, money is not the most important thing to the majority of workers. Reality: Money is the critical factor until people have their bills covered and a little ex-tra left over to spend or save. After that, the most important thing is EVERYTHING ELSE.
If you do a good job with preceding strategies, youll be able to pay market rates for talent and do well. If you fail at those things, the only way that youll successfully attract and retain top workers is to pay above or well above what your competitors pay.
Now lets answer the question posed by the title of this article, what is the only way to get the absolute best from people?
Author and behavioral scientist Alfie Kohn put it this way: Pay people well and fairly, then do everything possible to help them forget about the money.
The answer is as basic as it gets. The only way youll ever get some-ones best is if they want to give it to you.
Sure, the threat of discipline will get people to respond and give us just enough to stay out of trouble. But when we inspire them, they give us everything theyve got. Thats engagement.
The Only Way Youll Ever Get the Best From People