Elevating Engagement

Employee engagement stands as a cornerstone of organizational success, yet it remains a challenge for many companies. According to Gallup's sobering statistic, only 30% of employees in the United States feel engaged in their jobs. This alarming figure underscores the critical need for proactive measures to enhance engagement levels within workplaces. Two fundamental areas often cited as pivotal for cultivating engagement are trust and consistency in leadership. Let's explore strategies to address these areas and elevate employee engagement to new heights.

Gallup's research paints a stark picture of the current state of employee engagement. With only a minority of employees feeling actively engaged in their work, it's evident that many organizations are falling short in fostering environments that inspire passion, commitment, and productivity. However, this statistic also serves as a wake-up call—a catalyst for organizations to reevaluate their approach to employee engagement and implement targeted strategies for improvement.

Building Trust in Leadership

Trust is the bedrock upon which strong, enduring relationships are built, and the relationship between employees and leadership is no exception. When employees trust their leaders, they are more likely to feel valued, empowered, and motivated to contribute their best efforts. Here are some strategies to cultivate trust in leadership:

Open Communication Channels: Foster transparent communication channels where leaders actively listen to employee feedback, address concerns, and share information openly and honestly.

Lead by Example: Demonstrate integrity, accountability, and authenticity in leadership actions and decisions. Consistency between words and actions builds credibility and fosters trust among employees.

Empowerment and Autonomy: Delegate responsibilities and empower employees to make decisions within their roles. Trusting employees to take ownership of their work cultivates a sense of autonomy and fosters a culture of accountability.

Recognition and Appreciation: Recognize and celebrate employee contributions regularly. Acknowledging their efforts and achievements reinforces trust and reinforces the value they bring to the organization.

Fostering Consistency in Leadership

Consistency in leadership is essential for building trust, maintaining morale, and fostering a sense of stability within the organization. When leaders exhibit consistent behaviors, communication, and decision-making, employees are better able to predict outcomes and feel confident in the direction of the company. Here are strategies to promote consistency in leadership:

Establish Clear Expectations: Clearly communicate expectations, goals, and objectives to ensure alignment across the organization. Consistent messaging helps employees understand their roles and responsibilities, reducing ambiguity and promoting clarity.

Adaptability and Flexibility: While consistency is essential, leaders must also demonstrate adaptability and flexibility in response to changing circumstances. Being open to new ideas and approaches while maintaining core values fosters resilience and agility within the organization.

Invest in Leadership Development: Provide ongoing training and development opportunities for leaders to enhance their skills in communication, decision-making, and conflict resolution. Investing in leadership development ensures that leaders are equipped to lead effectively and consistently.

Addressing trust and consistency in leadership is paramount for growing employee engagement and fostering a positive work environment. By prioritizing transparent communication, integrity, empowerment, and fairness, organizations can cultivate trust in leadership and promote consistency in practices and behaviors. As leaders strive to build strong, trusting relationships with their teams, they lay the foundation for a culture of engagement, collaboration, and success.

Have a great week!

“Businesses wonder why it is still hard to be thought of as the brand of choice with the best customers and top employees.    How can our business make more profitable transactions and stay out of the commodity battle with low profits?  How can we land and keep top talent in our organization with the salary wars.  Kevin teaches your sales and leadership teams how to build the key ingredient to be successful with their relationships and take your goals to the next level with high levels of engagement.

Kevin’s website: www.kevinsidebottom.com

Kevin’s email: kevin@kevinsidebottom.com

The Sales Process Online Membership Site 

The Sales Process Uncovered Book 

Questions for Employee Engagement

Employee engagement is the heartbeat of any successful organization. It's the pulse that drives productivity, fosters innovation, and cultivates a positive work culture. Understanding the engagement levels of your employees is crucial for nurturing a thriving workplace environment. While various methods exist to measure engagement, one effective approach is simply through dialogue. By asking the right questions, employers can gain valuable insights into what motivates their team members and how to enhance their satisfaction and commitment. Here are three essential questions to ask employees to gauge their engagement levels:

What are your values?

Understanding an employee's values provides profound insights into their motivations and aspirations. When employees personal values align with those of the organization, they are more likely to feel fulfilled and engaged in their work. By asking this question, employers and employees can assess whether there is alignment between the company's values and the individual's, fostering a sense of belonging and purpose.

Responses to this question can vary widely, from a focus on personal growth and development to a desire for social impact or fulfillment in the mission. By recognizing and respecting these values, employers can tailor their approach to employee engagement, offering opportunities that resonate with their team members on a deeper level.

What do you hope to get from this job?

This question delves into the employee's expectations and goals, providing valuable insights into their level of satisfaction and engagement. By understanding what employees hope to gain from their roles, employers can identify areas for improvement and opportunities for growth.

Responses may include a desire for career advancement in a certain area of the organization, skill development, meaningful work, or a supportive work environment. By actively listening to employees' aspirations, employers can tailor development plans, provide relevant training opportunities, and create a conducive work environment that fosters growth and fulfillment.

Why did you choose this team?

Asking employees why they chose to work within a specific team sheds light on their perceptions of team dynamics, leadership, and organizational culture. It also reveals what aspects of the team resonate with them and contribute to their engagement.

Responses may highlight factors such as collaborative work culture, strong leadership, shared values, or opportunities for mentorship and learning. By understanding why employees are drawn to a particular team, employers can leverage these strengths to enhance engagement across the organization.

Asking the right questions is instrumental in understanding employee engagement levels and fostering a thriving workplace environment. By delving into employees' values, expectations, and team preferences, employers can gain valuable insights into their motivations and aspirations, enabling them to tailor engagement strategies that promote satisfaction, productivity, and retention. Ultimately, prioritizing employee engagement is not only essential for individual well-being but also for the long-term success and sustainability of the organization.

Have a great week!

“Businesses wonder why it is still hard to be thought of as the brand of choice with the best customers and top employees.    How can our business make more profitable transactions and stay out of the commodity battle with low profits?  How can we land and keep top talent in our organization with the salary wars.  Kevin teaches your sales and leadership teams how to build the key ingredient to be successful with their relationships and take your goals to the next level with high levels of engagement.

Kevin’s website: www.kevinsidebottom.com

Kevin’s email: kevin@kevinsidebottom.com

The Sales Process Online Membership Site 

The Sales Process Uncovered Book 

Motivation vs. Engagement Which Is Best?

In the dynamic landscape of corporate culture, terms like "motivation" and "engagement" are often used interchangeably. However, it's crucial to understand that these concepts represent different strategies for fostering a productive workforce. Let's take a closer look at why corporate engagement is the enduring champion in the long-term game, while motivation and competitions serve as momentary boosts.

Let’s talk about Motivation.  I view motivation as a sprinter's burst off the starting line, propelling toward short-term finish line. Whether it's triggered by incentives, rewards, or competitions, motivation provides a temporary surge in energy and focus. Yet, much like a fleeting adrenaline rush, it tends to dissipate once the initial excitement and adrenaline rush subsides.

Competitions are what is typically used to motivate a team. The thrill of winning and the fear of losing can drive heightened efforts temporarily. However, the excitement is short-lived, and the impact on employee engagement may not be as profound. Competitions might foster rivalry rather than collaboration, potentially affecting team dynamics in the long run.

In contrast, corporate engagement is the marathon runner of workplace strategies. Unlike motivation, engagement is a sustained, long-term approach that nurtures a deep connection between employees and the company. It involves creating an environment where employees feel valued and understood, tapping into their intrinsic motivation. Engagement goes beyond external rewards, fostering emotional and intellectual commitment, aligning personal goals with the company's mission.

While motivation may offer quick wins, corporate engagement is the strategy that prevails in the long run. Engaged employees are more likely to invest in the organization's success, contributing not just their skills but also their passion and creativity. This enduring commitment leads to higher retention rates, improved morale, and a more resilient workforce.

 For sustained success in the corporate arena, prioritize the strategies that endure. Choose corporate engagement over quick fixes, and invest in the long-term well-being and commitment of your workforce.

Have a great week!

“Businesses wonder why it is still hard to be thought of as the brand of choice with the best customers and top employees.    How can our business make more profitable transactions and stay out of the commodity battle with low profits?  How can we land and keep top talent in our organization with the salary wars.  Kevin teaches your sales and leadership teams how to build the key ingredient to be successful with their relationships and take your goals to the next level with high levels of engagement.

Kevin’s website: www.kevinsidebottom.com

Kevin’s email: kevin@kevinsidebottom.com

The Sales Process Online Membership Site 

The Sales Process Uncovered Book 

Why Business Leaders Need to Get Off their Thrones

In the dynamic landscape of businesses, the role of leaders has evolved beyond simply occupying thrones of authority. To truly drive a culture of excellence, business leaders must step down from their pedestals and actively engage with their teams. In this blog post, we'll explore three actionable strategies to foster a high-performing culture: taking the temperature of the organization, sharing a meal with employees, and delivering $100 high fives.

Great leaders understand the pulse of their organizations. Taking the temperature involves actively seeking feedback, gauging employee morale, and understanding the collective heartbeat of the workplace. It's about creating channels for open communication where employees feel heard, valued, and encouraged to share their thoughts.  When you walk into an organization such as “Ramsey Solutions” you feel the energy and that is partly because the CEO walks around talking to the employees to know where there are potential pitfalls in the organization to be addressed.

Eating lunch with employees might seem like a small gesture, but its impact on organizational culture is profound. Sharing a meal breaks down hierarchical barriers and creates a relaxed setting for genuine conversations. It humanizes leaders and reinforces the idea that everyone is part of the same team.

Leaders who make an effort to join their teams for lunch not only gain insights into the daily experiences of their employees but also demonstrate a commitment to building a cohesive and inclusive workplace. Breaking bread fosters camaraderie, strengthens relationships, and contributes to a positive work culture that extends beyond the boardroom.

In a high-performing culture, recognition is currency. However, it's not just about patting someone on the back; it's about celebrating successes in a meaningful and memorable way. Enter the concept of $100 high fives—recognizing exceptional efforts with a symbolic and tangible reward.

This gesture goes beyond traditional recognition programs. It's about creating a culture where accomplishments, no matter how small, are celebrated openly and with enthusiasm. The monetary value is less important than the act itself, as it sends a powerful message that hard work and dedication are not only noticed but also valued.

To drive a high-performing culture, business leaders must dismantle the traditional barriers that separate them from their teams. Getting off thrones and actively engaging with employees is not a sign of weakness but a demonstration of strong leadership. Taking the temperature of the organization, sharing meals with employees, and implementing innovative recognition strategies like $100 high fives are actionable steps that can transform a workplace culture.

As leaders embrace these approaches, they not only contribute to a more vibrant and collaborative work environment but also inspire their teams to reach new heights of performance and success. After all, a great culture begins with leaders who are willing to step down, connect authentically, and champion the extraordinary efforts of their teams.

Have a great week!

“Businesses wonder why it is still hard to be thought of as the brand of choice with the best customers and top employees.    How can our business make more profitable transactions and stay out of the commodity battle with low profits?  How can we land and keep top talent in our organization with the salary wars.  Kevin teaches your sales and leadership teams how to build the key ingredient to be successful with their relationships and take your goals to the next level with high levels of engagement.

Kevin’s website: www.kevinsidebottom.com

Kevin’s email: kevin@kevinsidebottom.com

The Sales Process Online Membership Site 

The Sales Process Uncovered Book 

Company Culture And Why We May Get It Wrong?

In modern workplaces, the concept of company culture has become a buzzword, an elusive ideal that organizations strive to achieve. However, despite good intentions, many companies find themselves grappling with a company culture conundrum. Why do we often get it wrong? This blog post explores some common pitfalls, including the challenges of creating inclusive environments, the impact of affinity groups, and the consequences of hasty hiring practices.

At the core of any successful company culture lies the fundamental human need to be known and heard. Employees crave recognition and understanding, not just as cogs in a machine but as individuals with unique perspectives, experiences, and aspirations. Fostering an environment where everyone feels seen and heard is crucial for building a positive and inclusive culture.

While setting up groups such as LGBTQ, women's networks, or other affinity groups can be a positive step toward fostering inclusivity, it's essential to tread carefully. These groups, while beneficial for providing support and a sense of community, can unintentionally create divisions. Employees who do not identify with these specific groups may feel alienated, leading to a fractured rather than cohesive company culture.

Striking the right balance involves acknowledging and celebrating diversity without inadvertently excluding or marginalizing individuals who don't fall within the defined categories. Encouraging open dialogue and creating opportunities for cross-functional collaboration can help bridge the gap and build a more inclusive culture.

Another common stumbling block in cultivating a healthy company culture is the haste with which organizations approach hiring. In the race to fill vacant positions quickly, companies may overlook the importance of finding candidates who align not only with the job requirements but also with the organization's values and cultural focus.

Hiring too fast can result in a cultural mismatch, where new hires struggle to fit into the existing work environment. This can lead to a disjointed company culture, decreased employee morale, and ultimately, high turnover rates. Taking the time to evaluate cultural fit during the hiring process can pay dividends in the long run, contributing to a more sustainable company culture.

Company culture is a delicate ecosystem that requires thoughtful cultivation and continuous refinement. To avoid the pitfalls that often accompany the quest for a positive workplace culture, organizations must prioritize the human element. Recognizing the importance of individuals feeling known and heard, navigating the challenges of affinity groups with care, and adopting a deliberate approach to hiring are key steps toward building a company culture that stands the test of time. In the pursuit of a thriving workplace culture, let's shift our focus from speed to intentionality and from exclusion to genuine inclusivity.  People need to feel valued and taking time to get the correct people, making sure everyone feels connected, and that the leadership cares is crucial for a sustainable culture.

Have a great week!

“Businesses wonder why it is still hard to be thought of as the brand of choice with the best customers and top employees.    How can our business make more profitable transactions and stay out of the commodity battle with low profits?  How can we land and keep top talent in our organization with the salary wars.  Kevin teaches your sales and leadership teams how to build the key ingredient to be successful with their relationships and take your goals to the next level with high levels of engagement.

Kevin’s website: www.kevinsidebottom.com

Kevin’s email: kevin@kevinsidebottom.com

The Sales Process Online Membership Site 

The Sales Process Uncovered Book 

Why Your Organization May Be Failing At Engagement

In today’s workplace, organizations are grappling with a persistent challenge of employee engagement. Despite the advancements in technology, management strategies, and a deeper understanding of human psychology, employee engagement rates have stubbornly hovered around 30% since the early 2000’s. This stagnation begs the question: Why are organizations failing at engaging their employees?

Most organizations have consistently believed that financial rewards and elevated job titles are the keys to unlocking employee engagement. However, as the data consistently suggests, this approach has fallen short of expectations. While these incentives can provide a temporary boost in motivation, they often fail to foster sustained engagement and passion among employees.

While competitive salaries are essential for attracting and retaining top talent, the notion that increased pay alone equates to heightened engagement is a fallacy.  Bonuses are also used to reward exceptional performance, but they can inadvertently create a culture of pitting employees against each other. Employees may feel shortchanged if the bonus system lacks transparency or if their efforts are not adequately recognized.  If the organization promotes what the bonus looks like early in the year and then falls short of the expectation, this also drive trust down in the organization with the leadership.

Employees often seek more than just financial compensation; they crave a sense of purpose, professional growth, and a positive work environment.

Offering generous vacation packages is a positive step, but it does not necessarily translate into increased engagement. Employees may be hesitant to take time off due to fear of falling behind or concerns about workload, ultimately contributing to burnout.  Employees are also likely checking emails when they are supposed to be on vacation resulting in lack of separation and driving up anxiety.  Some employees I have talked to have even reported working while on vacation.  Now is that really a vacation? 

The last thing that organizations do is try to entice employees with impressive job titles.  Job titles can boost an employee's ego, but it does not address the core issues of engagement.  Once the high of a new cool job title wears off, the employee is left feeling like they are doing the same unsatisfying work.

Since the year 2000, the workforce has undergone significant changes. Millennials and Generation Z have entered the scene with distinct values, emphasizing purpose, flexibility, and a healthy work-life balance. The rigid, hierarchical structures that once defined organizations are increasingly at odds with the desires of these newer generations. This results in a disconnect between leadership and the employees who want to feel a sense of purpose while managers are hoping to keep the people moving along with their work.

Modern employees seek more than just a paycheck, extra vacation, or job title. Employees want to be part of something meaningful.

Organizations must recognize that the traditional levers of pay, bonus, vacation, and job titles, while important, are insufficient on their own. A more holistic approach that considers the evolving expectations of the modern workforce, emphasizing purpose, flexibility, and continuous development, is crucial for breaking free from the 30% engagement barrier. It's time for organizations to reimagine their employee engagement strategies and create workplaces that inspire passion, creativity, and a genuine sense of belonging.

“Businesses wonder why it is still hard to be thought of as the brand of choice with the best customers and top employees.    How can our business make more profitable transactions and stay out of the commodity battle with low profits?  How can we land and keep top talent in our organization with the salary wars.  Kevin teaches your sales and leadership teams how to build the key ingredient to be successful with their relationships and take your goals to the next level with high levels of engagement.

Kevin’s website: www.kevinsidebottom.com

Kevin’s email: kevin@kevinsidebottom.com

The Sales Process Online Membership Site 

https://www.kevinsidebottom.com/pricing-page

The Sales Process Uncovered Book 

https://www.amazon.com/Sales-Process-Uncovered-Success-Influence/dp/0578421518/ref=sr_1_1?crid=8XUM4QL2RC6M&keywords=the+sales+process+uncovered&qid=1673274567&sprefix=the+sales+process+uncovered%2Caps%2C90&sr=8-1