"I have worked with KLR Consulting for 16 years and have never worked with anyone who has more passion and dedication to organizational excellence and customer satisfaction than Kristi. Her 'real life' operational experiences in the hospitality industry give her consulting skills great dimension."
John Cutter, CEO
Friendly's Ice Cream Corporation
Teams must pay attention to outcome-based results, and ensure all members are doing their part.
Teams that hold each other accountable are more productive & successful.
Commitment from team members is one of the building blocks of effective teams.
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(posted: July 12th, 2010)
This negativity has a direct impact on the bottom line. They found that companies with low levels of employee engagement had a 33% annual decline in operating income and an 11% annual decline in earnings growth.
"Those with high engagement on the other hand, reported a 19% increase in operating income and 28% growth in earning per share."
No wonder there have been more articles and blogs on employee engagement that I could ever count. But the question is this: What are we as leaders really doing to change ourselves and our cultures?
"Leaders are the catalyst for change. Leaders can easily underestimate how their attitudes and behaviors affect the energy and engagement levels of their teams."
Because energy is contagious, both the quality and quantity of a leader's energy can drain or galvanize a team.
In working with an executive team for one of my clients, we developed a goal for them to create a highly engaged, employee and customer-friendly, high performance culture. Through an extensive needs analysis we uncovered that burnout was rampant at all levels of the organization and the employees at this organization were definitely in that 40%.
We first helped the leadership team implement some simple and very effective tools for spreading "energy" through the ranks. We then developed a program focused on helping people managing their energy along with their time to prevent this high degree of burn out. Harvard Business Review has a wonderful article I picked up a number of best practices from (see "Managing Your Energy Not Your Time", HBR October 2007).
"Human beings don't work like computers; they can't operate at high speeds continuously, running multiple programs at once. And it is amazing how many people are expected to work like computers."
We do best and are most productive when we alternate between periods of intense focus and intermittent renewal. I will share a few ideas here from the HBR article, along with some tips from my bag of tricks:
To effectively re-energize and engage their workforces, companies need to shift their emphasis from getting more out of people to investing in them so they are motivated and able to bring more of themselves to work every day.
If companies allow and encourage employees to create and stick to such rituals, they will be rewarded with a more engaged, productive and focused workforce.
I would love to hear.