Upload
iot-forum
View
1.323
Download
0
Embed Size (px)
Citation preview
• You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At
• You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Balsamiq
• You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Yesware
• You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At PrecisionLender
• You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Close.io
• You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At ServiceRocket
• You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Adzerk
• You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Adzerk
• You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At NowSight
• You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Loopio
• You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Mailchimp
• You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At PHC Software
Managers who give little to no feedback to employees result in 4 out of 10
workers being actively disengaged.
(2009 Gallup study of over 1,000 US based employees)
For each disengaged employee, a company loses $3,400 - $10,000 in salary due to
decreased productivity.
(2009 Gallup study of over 1,000 US based employees)
The most actively engaged workers (54%) give the highest agreement rating to this
statement: “I feel I can approach my manager with any type of question.”
(2015 Gallup Employee Engagement Survey)
Experts estimate that replacing an employee costs a business
150%(2013 Inc Article)
of an employee’s salary
(2010 survey of 2,600+ across industries)
Employees directly intervene in only about 2 of 5 unsafe actions and conditions that
they observe in the workplace.
“How’s it going? Anything we can improve on?”
“Things are pretty good. Nothing I can think of really.”
“How’s it going? Anything we can improve on?”
“I’ve been wrestling with some big-picture stuff about how the company could get better, and would love your help with it. What’s one thing in the past week we could’ve done better?”
“Things are pretty good. Nothing I can think of really.”
“How’s it going? Anything we can improve on?”
“I’ve been wrestling with some big-picture stuff about how the company could get better, and would love your help with it. What’s one thing in the past week we could’ve done better?”
“Hmm, well the other day, I had to sit down with our new hires to
remind them what our focus was. So maybe we’re not as clear about
our vision as a company as we should be. I’m just concerned that they’re not spending the best use
of their time, and we’re more inefficient than we should be.”
“Things are pretty good. Nothing I can think of really.”
“If someone asked you to describe the vision of the company, would a
clear answer immediately come to mind?”
1
“Have you ever been afraid to suggest an idea at work because you thought
someone might shoot it down?”
3
During your next leadership team meeting: Ask for advice.
Before your next employee engagement survey: Shoot the elephants about why you’re doing it.
During your next leadership team meeting: Ask for advice.
Before your next employee engagement survey: Shoot the elephants about why you’re doing it.
In your next all-company meeting: Ask a specific question vs. “Got any feedback for the company?”
During your next leadership team meeting: Ask for advice.
During your next one-on-one: Ask a question that looks to the future, not just to the past.
Before your next employee engagement survey: Shoot the elephants about why you’re doing it.
In your next all-company meeting: Ask a specific question vs. “Got any feedback for the company?”
During your next leadership team meeting: Ask for advice.
During your next one-on-one: Ask a question that looks to the future, not just to the past.
Before your next employee engagement survey: Shoot the elephants about why you’re doing it.
In your next all-company meeting: Ask a specific question vs. “Got any feedback for the company?”
Ask yourself: “When’s the last time I talked to someone other than a manager?” Increase those interactions.
Act
1
2
3
4
5
1 Listen without judgement.
Recognize the messenger.2
3 Explain why you’re *not* doing something.
Act
1
2
3
4
5
1 Listen without judgement.
Recognize the messenger.2
3
4
Explain why you’re *not* doing something.
Emphasize what you share in common.
Act
1 Listen without judgement.
Recognize the messenger.
Explain why you’re *not* doing something.
Emphasize what you share in common.
Knock out a quick win.
2
3
4
5
During your next one-on-one: Write down what they say. Shows your listening — prevents you from being defensive
During your next one-on-one: Write down what they say. Shows your listening — prevents you from being defensive
During your next all-hands meeting: Recognize the messenger.
During your next one-on-one: Write down what they say. Shows your listening — prevents you from being defensive
During your next all-hands meeting: Recognize the messenger.
In your next company-wide email: Talk about the last thing you just implemented because someone gave you this great idea.
During your next one-on-one: Write down what they say. Shows your listening — prevents you from being defensive
In your next one on one or all hands meeting: Talk about one thing you’ve been all talk no action on, and explain why you’re not doing it. Explain what you have in common.
During your next all-hands meeting: Recognize the messenger.
In your next company-wide email: Talk about the last thing you just implemented because someone gave you this great idea.
Act
1 Listen without judgement.
Recognize the messenger.
Explain why you’re *not* doing something.
Emphasize what you share in common.
Knock out a quick win.
2
3
4
5
What employees think and how they feel – that all exists whether
or not you choose to know about it.