“It is easier to motivate people to do something difficult than something easy.” ~Sheri L. Dew~
Lydia Asks: I don’t know how to make some of my people feel more invested in their work. I would have thought success alone would be the best motivation, but apparently not. How can I get people to care more about their work?
Joel Answers: Increasing employee engagement is vital to retaining your people and succeeding as a company. Yet many companies’ “employee engagement plan” consists of giving out a survey and then telling managers to make things better, says Gallup. That’s probably why 70% of U.S. workers are not engaged in their work—or are actively disengaged—according to the organization’s data.
Here’s how to build engagement, inspiring your people to achieve more than they thought possible.
- Be Transparent
When employees feel the company is hiding something from them, they feel less invested in their jobs and may start to look elsewhere. If the company is going through a rough time, be transparent. Share your plan and what all employees can do to help. You might be surprised at how much this will build morale, not only helping you weather the storm but emerge from it in better shape than ever.
- Get into the Trenches
If you’re hiding behind your desk all day, you’re missing opportunities to contribute more as a manager. Build your working relationships by wandering through the office, asking people how they’re doing and listening to their ideas. Ask them if they need help, showing you have no qualms about rolling up your sleeves and pitching in with whatever’s needed. It’ll earn you tremendous respect and create a true sense of working as a team, increasing employees’ engagement in their jobs.
- Allow Your Stars to Shine
Give your team a problem to tackle, so they can generate their own creative solutions. If you need to bring an idea to upper management, create the idea as a team. Give credit where it’s due when you present it, of course—execs will be impressed that you’re fostering ingenuity among your people, and your team will feel valued. Your employees will also relish the chance to contribute in meaningful ways to the organization’s success, and your top talent will soar when their creative abilities are unleashed.
- Share Gratitude Often
The power of gratitude in the workplace. Say thank you often, and be specific about what you appreciate in people. If someone just completed a project, point out the qualities and talents she used in seeing it through—and do this in front of her peers. Give frequent feedback about what people are doing well, along with guidance in areas where they’re growing.
- Give People the Chance to Self-Critique
When an employee could have performed better, give him the opportunity to self-critique by explaining what he thinks he should have done differently. Then help him figure out how to get there. Failure itself usually gives people new insights; your job is to help them integrate these insights into their future performance. Addressing failures or shortcomings in this way feels empowering to employees, as you’re trusting them to help figure out a new plan.
- Create Social Opportunities
Give people the chance to share about their lives and aspirations in a less formal way by creating social opportunities. Having a pizza party for lunch after a team accomplishment will encourage everyone to gather in one place and chat. Taking a few employees out for lunch each week will also give you a chance to connect—and by handpicking people who don’t know each other well encourages new relationships. Asking your team to select a volunteer opportunity to take part in together is another idea. By fostering relationships, you’ll increasing their sense of comradery, which will make motivation and engagement skyrocket.
- Get Silly
If you just send a humdrum email about an employee’s accomplishments, coworkers might barely glance at it. Instead, celebrate these moments in unexpected ways. The Society for Human Resource Management describes how in one company, a group of people parade around with kazoos, horns, and cow bells proclaiming the news. Getting a little wacky turns it into a fun moment for everyone, and makes them take notice.
As you can see, these factors aren’t related to compensation. Higher pay and benefits don’t drive engagement—relationships and communication do. By boosting employees’ engagement, you’ll be increasing their loyalty to the organization and raising the bar for what you can achieve together.
“Entrepreneurs as ‘soloists’ will be replaced by orchestras playing a stronger, more credible tune.” ~Steve Case~
Tamara felt her department was too isolated from the rest of the organization. As she stepped into a higher-level managerial position, she talked with her mentor about how to change this situation. Her mentor advised her to develop a cross-functional team of people who worked together in close communication.
A cross-functional workforce is composed of people from a variety of departments and levels of hierarchy. If, like Tamara, you manage people from an array of departments—or if you aspire to step into such a position—start leveraging a cross-functional workforce to increase your team’s effectiveness.
- Understand the big picture.
Building a strong cross-functional network will help you better understand how your organization functions. You’ll learn how to improve workflow processes because you’ll know exactly what should happen during every step. That knowledge will make you a better project manager. Others will come to see you as a go-to person when they have questions about project flow or other departments’ functions. As you share your knowledge, everyone will come to understand the big picture better.
- Improve your interpersonal communication.
Creating a cross-functional workforce means developing strong communication with different departments and areas of the organization. You’ll find that the functioning of the whole company improves as you learn to communicate fluidly across the organization. By checking in regularly with people across the company, you’ll make yourself and your team more approachable. When they have questions or concerns, they’ll bring them to you right away rather than letting them fester. Likewise, other employees will learn to reach out to colleagues from other departments when they need to ask clarifying questions. They’ll become supportive allies to one another rather than working in isolation, or worse, in competition. Model that attitude by being a humble, approachable leader who always seeks to improve through feedback, and others will follow suit.
- Clearly understand responsibilities.
When you understand the big picture and are communicating effectively, you’ll be able to ensure that everyone understands their role and responsibilities. Because you have thorough knowledge of how a particular department functions and what it does, you’ll know what each employee is supposed to be doing. You’ll therefore be able to communicate your expectations clearly, and to more accurately evaluate employees’ performance.
- Building workplace morale.
When the whole workplace feels like a team and you’ve built a strong level of trust between departments, morale will skyrocket. The end goal will be at the forefront of people’s minds every day; you’ll all have more of a “big picture” mentality. Plus, you’ll all celebrate each other’s successes and see how they contribute to the success of the whole group, boosting motivation. As your increased effectiveness leads to more big successes, morale will only continue to rise.
To build a workforce that is truly cross-functional, Tamara’s mentor advised her and her team, to have one-on-one conversations with people who have key roles or managerial positions in different areas of the organization. “Have lunch with them, and ask them to explain what they do. Show respect and admiration for what their department does,” she urged. “You’ll develop strong rapports with these key players, and that will grow your visibility and influence, helping you reach reach greater heights of success.”
If you’ve started working toward building a cross-functional team, but want more pointers, contact Joel for executive coaching. He’ll be able to provide effective strategies to growing these relationships.
What benefits have you experienced from building cross-functional relationships? Share your stories here on how your teams, across the organization, learned to work together more effectively.
“Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand.” ~Colin Powell~
Maura wants to expand her influence in her company, but she’s realizing some major barriers have existed there for years. “Maybe I should just find a new job in a company with a different culture,” she said to a trusted colleague over coffee. “I think you should stick it out,” said her colleague. “In any organization, you’re going to run into challenges to expanding your leadership influence. Effective leaders strive to pinpoint and overcome these challenges, her colleague added. Sometimes they eliminate an issue; other times, they learn to work with it. Here are four roadblocks to overcome for effective leadership influence.
- The company needs a shared vision.
The vision is where it all begins. If all employees in your organization don’t share a strong vision, they’re not really clear on what they’re working toward together. That affects their clarity on roles and their individual and department goals and objectives, as well as overall morale. If you’re trying to expand your influence in a workplace that has no clear shared vision, motivating people will prove challenging. Plus, your ability to win the respect and approval of executives will be compromised if you don’t know what they envision the organization becoming. The solution: Talk with executives about the company’s strategy and vision, so you can understand it, speak to it, and communicate it to other members of the organization. Then set goals with your people that reflect this vision.
- Dysfunctional office politics dominate company culture.
Unhealthy relationships and communication barriers make it harder to gain influence. If you’re trying to build a rapport with high-level execs, but many of them don’t get along, it may be hard to make connections with them. If managers play favorites, or favor certain types of projects just because they happen to like them more, you might have trouble making your ideas heard. However, you can still make yourself an indispensable part of the team, working to bring innovative solutions to the table to solve the big problems. You should also cultivate a team of allies who are influential players in the organization, and work to build positive relationships with everyone else. The effectiveness of your leadership, and thus, your influence, will grow when you have a strong rapport with everyone.
- Roles and responsibilities are unclear.
It’s hard to build influence and be an impactful leader if you’re not quite sure what you’re doing. First and foremost, you need to have clarity in your own role in the organization—and your boss needs to be on the same page. Talk with your boss to make sure you both agree on your role and responsibilities. If you have questions about the roles and responsibilities of others, bring this up with your boss as well. If you speak with higher level executives, point out the need for increased clarity about roles and responsibilities. Ask questions about roles during meetings to clarify what each person on the team will do. Reaching out to people in other departments to ask them what they view as their role may also give you clarity. Plus, if it reveals any discrepancy between your boss’s view and their own, you can ask your boss or an exec to help iron out the issue.
- Workflow processes are undefined.
For various departments to successfully work together toward an end goal, you need a clear work schedule. Your timeline needs to show when each step needs to be accomplished, and how the project needs to be moved forward after each step. The whole team needs clarity about who relies on whom, when, and why. All team members will feel more driven when they understand exactly what the team needs them to do, and when. Without this information, the project is likely to flounder. That means you should never assume that people have clarity on the workflow process—you should spell out every step, create notes or a flow chart detailing it, and make sure everyone has a copy for future reference.
Maura found that asking questions about important issues like roles and vision demonstrated her leadership potential by showing she was thinking about the big picture. Strengthening the workflow processes of the team she managed boosted her track record as a leader. Like Maura, don’t be afraid to question the way things are—you might be the first who has had the courage to do it. Your leadership effectiveness and influence will grow as you work to strengthen people’s understanding of how the organization functions and what it’s working toward.
Have you worked to overcome these challenges? What were your results—did you begin seeing your leadership influence grow?
“Leadership is intentional influence.” ~Michael McKinney~
Client Brianna asks:
People often talk about the importance of influencing internal and external stakeholders. What makes a successful influencer, in your eyes?
Coach Joel answers:
Successful influencers do these five things better than anyone else. These five strategies foster strong relationships that make others see those influencers as people they can rely on. If you succeed in putting these five things into practice in your daily work, you’re just about guaranteed to build influence in your workplace.
- Build strong partnerships. A strong influencer is able to create partnerships across all business units, thereby developing a wider base of support and cooperation. When you develop these strong relationships, you’ll help the whole organization to function more effectively—and you’ll be seen as someone who guides others in developing relationships that benefit the whole group.
- Leverage allies. Your allies will help support your ideas and accomplish the tasks that have been deemed important. Successful influencers cultivate alliances with people across the company who are in positions of leadership or who have strong social capital. Influencers stay in close communication with these allies and have the confidence to ask for what they want. They know how to clearly articulate their needs for support to these allies, spelling out how their request will benefit the whole organization.
- Cause others to rely on them. Because successful influencers shape group decisions and change outcomes for the better, people appreciate their conﬁdence and know they can depend on them. Higher-ups as well as people they supervise come to them for advice and ideas. To get higher-ups to rely on them, successful influencers might become experts in areas that most people aren’t knowledgeable in, filling in important gaps. They might also demonstrate their ability to creatively solve problems that everyone else avoids. The people they supervise feel empowered by talking with them, because influencers give them guidance in developing and implementing their own ideas.
- Lead up. When building your influence within your workplace, don’t just work to lead those who are below you on the hierarchy. Leadership isn’t about having a title. Influencers establish mutual respect with people above them, who seek out and listen to their opinions, ideas, and insights as a result. Voice your input to these key players with confidence, using your existing relationships with key players to reach new ones. For instance, if you have a suggestion for improving a product development strategy, present it to an advocate and ask for help in connecting with decision-makers. Carefully craft your rationale for your ideas and suggestions before speaking with those further up the hierarchy, and voice your input to these key players with confidence.
- Gain results from others. Strong influencers know how to keep others motivated, lighting a fire under them to succeed. That means making them believe they can achieve their goals. They also work to create a positive environment that makes employees happy to come to work. As you become a person who gets results from others, you’ll inspire them to keep taking on more ambitious tasks that positively impact the company’s bottom line.
When you master these five qualities, you’ll have become a successful leader in your organization. You don’t need to be in a formal leadership position to hone and utilize these qualities. As you naturally assume more of an informal leadership role, a work promotion is likely to follow. Don’t wait until someone else gives you the green light—begin stepping into a leadership position now, by developing these key skills. Your influence in the workplace will keep building as you grow more practiced in all of these areas.
Try focusing on one of these five qualities each week. Email Joel to discuss your progress and how you can continue improving.
Have you tried any of these strategies? What were your results?
“Leadership is not about a title or a designation. It’s about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire team-mates and customers.” ~Robin S. Sharma~
Client Lorenzo asks:
I’ve worked hard to improve my perception and increase my visibility in my company, and I feel I’ve succeeded. How can I leverage my visibility to become more of a key player in my organization?
Coach Joel answers:
Lorenzo, congrats on strengthening others’ perception of you and achieving greater visibility. Those are important steps toward becoming a key player in your company. To really have an impact on things like its vision and direction, you now need to increase your influence. Having influence over others will allow you to truly have an impact on your organization. Here are three strategies that will help you increase your influence at work.
- Get things done. Let people know they can count on you to accomplish even the toughest assignments. You’ve undoubtedly worked to brand yourself in this way while improving your perception. Keep it up, and work to take on more ambitious and high-profile assignments, particularly those that involve leadership. Your adeptness at managing a team will garner respect from team members as well as higher-ups.
- Become a go-to person. Become someone whom others seek out for advice when striving to accomplish essential tasks and make important decisions. Give honest feedback, instead of sugarcoating things so that others will like you. Rather, gain their respect by becoming known for your candor, being tactful yet truthful. If you start doing this in meetings, others will seek out your input. Make others feel comfortable coming to you for advice or to exchange ideas by being supportive and encouraging in all of your daily interactions.
Additionally, hone particular types of knowledge or skill that will make others see you as the authority in those areas. Take note of any gaps in knowledge in your organization, work to fill them, and then promote yourself as knowledgeable in those areas. As you work to increase the influence you hold by becoming a go-to person, your whole organization will benefit from your efforts.
- Gain buy-in for your ideas. Your established credibility and respect will prompt people to embrace your ideas and want to be a part of what you’re doing. Before pitching an innovative idea, ask yourself whom you need on your side. Leverage the relationships you’ve built with key players in your company to get strong support on your side from the beginning. Sell your ideas to them by having data to back you up and preparing to respond to criticism. Most importantly, present your ideas with confidence, even if you don’t have seniority or a high-level leadership role. Having power or formal authority isn’t necessary to influence others. Belief in yourself is—and it will take you further than you might think.
As you grow your influence at work, you’ll increase your ability to sway opinions and will find people embracing your ideas. People will be loyal to you and your perspectives, and motivated to carry them out. You’ll soon become that person whom all your colleagues want on their team when introducing a new idea, because your opinion matters to everyone.
Do you have a plan for building your influence at work? Email Joel to make sure you’re on the right track.
Have you tried any of these strategies for building your influence? How did it work out?