Posted by Janet Smith on February 16, 2009
President Obama said three words recently that almost made me cry with joy. In my opinion, these three words (or other words that have the same meaning) can significantly elevate a leader’s esteem in the eyes of his or her followers. When employees hear their boss say these words, they typically become more loyal and want to work harder. But although every boss has plenty of opportunity to say these three words, few rarely do.
The words? I screwed up.
I’ve frequently said, and will continue to say, that a class called Humility 101 should be a required course in every MBA program. There are just way too many bosses and people in leadership positions who mistakenly believe that they will lose respect if they acknowledge that they made a mistake. They believe it will make them look weak.
But on the contrary, leaders actually demonstrate and convey great strength when they humbly acknowledge of an error, apologize, admit that they don’t know an answer, or own up to making a lousy decision. Assuming a leader is competent and isn’t apologizing for something every other day, these actions are all indicators of real, true human beings who accept the fact that none of us are perfect, we all bungle things from time to time, and everyone has strengths and weaknesses.
Leaders who can admit their own shortcomings inspire people to work harder and to be more creative, because they aren’t terrified of making a mistake.
I was wrong. I’m sorry. I screwed up. Important words that leaders and every single one of us should use when called for.
Posted by Janet Smith on February 5, 2009
Question: What’s the best way to know for sure if your employees are happy at work?
Answer: Ask them!
Except, of course, it’s not quite that simple. If you ask the typical employee with a healthy respect for the boss and a strong desire to keep his job if he’s happy at work, he’ll almost certainly say “yes,” regardless of how he actually feels.
So you really can’t ask that question. But what you can do is regularly ask employees other questions that will give you insight into their level of job satisfaction while demonstrating that you really care about how they feel.
I’ve already blogged about the most important question a boss should ask, and that is: What can I do to make your job more rewarding, interesting, and satisfying? That question should be posed at least quarterly. And here’s a list of some other questions you should ask from time to time.
- How do you think our customers would describe our company?
- What would you say is our company’s greatest strength? And what’s the thing the company needs to improve on the most?
- What can we do as your employer to help you achieve your goals, both personally and professionally?
- What’s the best day (or best experience) you’ve ever had on this job?
- If you won the lottery and became wealthy, what would you do and how would your life change?
- What could this company do to give more recognition to employees for their contributions?
- If you had the chance to learn a new skill or become an expert in something other than what you do now, what would it be?
Asking questions like these will engage most employees in an interesting conversation that will really add to the boss-employee relationship. That means that in addition asking the question, the boss must listen to the answer, take it seriously no matter what is said, comment on it, and convey sincere interest. Don’t ask the questions one after another, which would inevitably make employees feel like they’re being interrogated. Just ask one of these at the end of a conversation or when they’ve come to you for information or direction. When there’s a calm, appropriate boss—employee opportunity, seize it-and ask a question that will show your employees they really matter to you.
Posted by Janet Smith on January 30, 2009
Yesterday I wrote about the one question every boss should ask employees: What can I do to make your job more rewarding, interesting, and satisfying? And at the end of that post, I said that today I’d write about other important questions bosses should ask employees.
I really did plan to do that. But last night, someone told me about something her boss had done that is so terrific, and compliments yesterday’s topic so well, that I just have to write about it.
This woman works for a boutique hotel with about 100 employees. She said that like many other businesses, the hotel dramatically scaled back its employee holiday festivities last month. Apparently, some employees were not too understanding of the situation and the boss caught wind of some complaints.
Rather than dismiss the comments as trivial, or respond with anger because, after all, we’re in the middle of a recession, this boss was concerned. So concerned, that he wanted to hear exactly what the employees were thinking. (And when I say “boss,” I’m talking about THE boss—the general manager of the hotel. There are a number of VPs and lower level managers and supervisors at the place, of course. The majority of employees report to one of those people.) He was, I’m sure, aware that the complaints about the holiday party were symptomatic of other issues.
So this guy took the time to meet one-on-one with every single employee. Imagine! I mean, even if he only spent 10 minutes with each employee it would take nearly three days, allowing for a few breaks and lunch! And I’m sure many of these individual sessions were longer than that.
The woman telling me about this said that this guy just really wanted to know how employees were feeling about their jobs and what it was like to work there. He in essence asked them, “What can I do to make your job more rewarding, interesting, and satisfying?”
She said, “Since he’s talked with everyone, the mood is a lot better and everyone seems a lot happier.” I’ll bet they are! Morale increases almost instantly when employees know that how they feel matters. And in this case, the fact that the person at the top cared enough to talk to everyone sent employees the message that every worker wants to hear and that immediately makes them want to work harder: We value you, and you’re important to us.
My next post: more important questions to ask your employees!
Posted by Janet Smith on January 30, 2009
Have you ever looked at a top performer and thought to yourself, “I sure hope she never thinks about working somewhere else!” If you haven’t thought that…you should. Because it’s your star employees…the ones you’d be lost without…that are most likely to jump ship for another job. They might be high achievers who keep their eyes and ears open for other opportunities; or consistent, methodical workers who catch the attention of the competition. Some of your best and brightest may be referred to other jobs by friends and neighbors.
The point is that you should never take any employee for granted—particularly the ones you need the most. And to let these folks know that you appreciate them, value them, care about them, and want to keep them happy at work, there’s one question you absolutely must ask them. It may seem simple. It may seem obvious. But how often have you asked this question (or had it asked of you)?
The question is this: What can I do to make your job more rewarding, interesting, and satisfying?
Some employees will have lots to say, as if they’ve been waiting for you to ask. Some will laugh and ask you if you’re serious. Others may be uncomfortable answering such a question and tell you that everything’s fine. In that case, tell the employee that you’d like him to think about it for a day or so, and perhaps write down some thoughts. But insist on a response, because I can guarantee everyone has something to say when asked this question.
Regardless of what the employee says will make her job more rewarding, interesting, and satisfying, take it seriously. Don’t guffaw, knit your eyebrows, or sarcastically say, “Yeah, right. Don’t hold your breath on that one.”
You asked the question, and must respect the answer and discuss it with the employee. Tell them honestly what you can and can’t do. Tell them what you’d like to do and when you’d like to do it. Involve them in the process of making their jobs better, if at all possible. Show an interest in everything they say. And to demonstrate how sincerely you care about their happiness, you might ask them why they feel that way.
Ask THE QUESTION at least every three months. Go ahead, write it on your calendar so you won’t forget. Tomorrow, I’ll write about other questions you should ask in the intervening months.
Posted by Janet Smith on January 27, 2009
Even though Christmas was more than a month ago, I just heard a real-life Scrooge story that I’ve got to share.
A group of employees working in a small office told me that they each have a certain number of paid sick days each year, but to discourage their use the company has a policy of paying $50 for every sick day not used at the end of each year. (I don’t necessarily support this policy, but that’s beside the point!)
Most of the employees said they try hard to stay healthy (or at least, not call in sick) throughout the year and like the opportunity to get an extra $250.00 at holiday time. So last month, they were expecting the boss to distribute the sick day checks, as he’d done every year for quite a few years.
Except he didn’t.
At the very moment the employees were anticipating the extra money they’d earned by following company policy, the boss said he couldn’t afford to pay them this year for the unused sick days. No warning. No advance notice. No apology. And no attempt by the boss to limit his description of the Christmas lavish gifts he had purchased for his wife and kids.
We all know that as revenues decline, benefits and perks get cut. We get that. But in this small office with just a handful of employees, the sick pay payout didn’t add up to a large amount (especially compared with the cost of the boss’s holiday vaca). To those employees who had faithfully come to work over the past 12 months, though, the abrupt removal of the benefit-after the benefit had been earned-felt mean and unfair. And you can bet that this boss won’t get it when his employees don’t go an extra mile for him. He’ll be lucky to get an inch or two.
Posted by Janet Smith on January 23, 2009
A lot of people wonder about the name of my company–The Power of Goodwill. To me, the word ‘goodwill’ is powerful in many ways. But in particular, it is goodwill that sustains an organization through a crisis or a difficult period. When something goes wrong, it’s goodwill and only goodwill that allows a reputation to endure and potentially rise again. That’s the power of goodwill…assuming, that is, that a sufficient amount of goodwill has been generated before the problem/difficulty/crisis started.
So goodwill is like a savings account. You generate goodwill during the good times, and it helps you out during the tough times.
As it applies to the workplace, allow me to introduce one of my Seven Laws of Employee Morale: The Law of the Jar of Goodwill. Imagine that there’s an invisible jar on the desk or in the workspace of every employee. All of the positive things the boss and the organization do to provide a good work experience go into the jar, such as being pleasant, treating employees equally, providing challenging work, caring about employees as individuals, listening to their concerns, and so on. You know-the stuff I blog about all the time!
The level of goodwill in those jars must be extremely high at all times. Because it’s goodwill that not only creates high employee morale…it’s what keeps employees loyal and willing to hang in there on the inevitable days when things are not so good. Like when you-the boss-are stressed out about a deadline and pass that stress along to the people who must help you meet it. Or when the network goes down and customers are complaining. When co-workers get irritated with one another or a major client withdraws its business or an employee doesn’t get the promotion she thought she deserved. There’s an endless list of less-than-perfect things that can and do happen in every workplace—because that’s life.
Every time something negative happens on the job, some goodwill comes out of that invisible jar. If it’s something relatively minor, just a little goodwill comes out. When it’s something big—or something minor that won’t go away—larger amounts of goodwill drain out. Probably almost every day, some goodwill comes out of the jar.
So when inadequate quantities of goodwill are generated, the jar will eventually drain completely and you’ll have an unhappy employee (or a whole staff of them) who feels disenchanted, disloyal, disenfranchised, and disappointed.
But keep making deposits into the jar, and your employees will weather the storms, big and small.
That’s the power of goodwill.
Posted by Janet Smith on January 20, 2009
Today we’re witnessing the inauguration of the 44th president of the United States…a man who won the votes, hearts, and confidence of millions despite the odds stacked against him.
You may be ecstatic about our new president. Or you may not agree with his policies, politics, and philosophies. Regardless, I think most Americans will agree that Obama won the election because he offered hope. And hope, I believe, is what keeps us going.
Hope motivates us to keep trying, gives us the determination to overcome obstacles, and keeps our spirits from plummeting. It’s hope that does these things…not money. Not things. Not the nice office with a window, the company car, insurance benefits or paid vacation. It’s hope. As a people, we need hope to move the country forward. And on the job, your employees need hope to move the company forward.
You provide your staff with hope when you show them you care about them as individuals-not just as employees. When you consistently show appreciation and say thank you. When you demonstrate an interest in their futures and in their career growth. When you communicate with them extensively, train them appropriately, and answer their questions kindly and patiently-no matter what the question.
You deliver hope to employees when you treat everyone fairly, admit when you’re wrong, ask for their advice, and listen to their concerns. When you’re not afraid to hear their criticisms of you and of the company. When you welcome their input and front-line observations. When you do what you’ve said you will do. And when you’re consistently pleasant and professional.
Give your employees hope…and they’ll give you commitment, hard work, teamwork, and ingenuity. Your company…like our country…can afford nothing less.
Posted by Janet Smith on January 19, 2009
Would you pay new employees $2,000.00 to resign at the end of their first week on the job? It’s a concept that makes perfect sense to the online shoe retailer, Zappos. According to CEO Tony Hsieh, the offer of $2,000.00 to quit stands until the end of the fourth week of training…and less than one percent take the money and run.
I think it’s really smart. Zappos has a distinct culture, and wants employees who completely buy in to their over-the-top customer service philosophy and super-friendly work environment. They want every employee (now 1,600 of them and counting) to be incredibly dedicated—no matter what their position, responsibility, or job description. They want people who care about Zappos, care about their jobs, and care about their co-workers. They’re looking for a certain type of person who will fit and love being a part of the Zappos world.
And clearly, things are working well in the world Zappos has created. Five years ago, sales were about $70 million…and this year, they expect revenues to exceed $1 billion. They do so many things right at this company, in terms of how they keep morale high and motivate employees to work hard and care. And it all starts with making sure they’ve got the right people in every job.
You might be thinking, wow, that’s a tidy sum to pay someone for up to a month of training, then pay another two thousand dollars to quit. And you’re right. But it’s nothing compared with the financial hit a company takes when they retain employees who don’t work hard, don’t go the extra mile for customers, aren’t team players, and aren’t concerned with the quality of their work. These apathetic employees end up alienating customers, clogging up business systems, irritating other workers, and dinging the company’s reputation. It’s not worth it, from any standpoint.
We laugh when we talk about employees “drinking the company kool-aide.” But it probably shouldn’t be treated as a joke. It’s important for employees to feel connected with their employer; to buy in to the business strategy and philosophy; and to have a temperament and personality that simply fits. Do you know what fits for your company?
Posted by Janet Smith on January 14, 2009
My spring intern S.J., sweetest girl in the world, has been telling me about the owner of the clothing store where she works. Talk about a tyrant. This guy berates employees for everything—even in the presence of customers. He yells if the employees don’t meet sales goals—even on days when almost no customers have walked into the store. He yells when they do meet sales goals-telling them they still should have sold more. He calls employees names. He’s been known to criticize the way employees dress—even when they are wearing clothing sold at that store! He argues with family members in front of employees. He allows his grown son, also in management, to abuse employees as well.
S.J. says that some customers have actually told employees they won’t shop at that store any more because they’ve witnessed how poorly the employees are treated. When the owner was told this, he said he didn’t want their money anyway.
Talk about a first-class bosszilla. It’s sad that a human being as miserable as this guy is in a position to hire young college students who really need a job, and then treats them so poorly. But some of those young employees will one day be bosses themselves. They’ll recall the horrible way this man treated them…and hopefully will be much better bosses themselves because of that experience.
Posted by Janet Smith on January 9, 2009
If you’re reading this, chances are you’re not an abusive boss. The last thing a tyrant boss would read is a blog about employee morale. Because bosses like that don’t care about employee morale. They don’t care about employees at all. They only care about themselves, and about controlling those they oversee through intimidation, anger, inconsistent behavior, and manipulation. They abuse their power to feed their narcissistic egos and mask their true feelings of inadequacy.
Most of us have worked for a boss like this at one point or another, and it can really bring you to your knees. So I was intrigued when I came across a blog post called Seven Rules to Surviving an Abusive Boss, written a few weeks ago by psychologist Dr. Elvira Aletta for psychcentral.com. She completely hits the mark with every word—and she speaks from experience, describing a “boss-zilla” she once worked for, and how she quit after three years with “a raging case of Post-Traumatic Boss Disorder.”
So even though you’re probably not a bad boss at all, I encourage you to read what Dr. Aletta has to say. You might have a few controlling tendencies that need to be checked. Or it might make you face the fact that there’s a manager in your midst who is making employees miserable and must be confronted (and probably terminated).
No one expects a perfect boss. But everyone has the right to expect a supervisor who is a decent human being and makes an effort to create a positive and pleasant work experience.
