Leaders have so much to think about and do, more so these days than ever before. The biggest challenges are still around people. People are more mobile, expect more and can actually do more – provided they are effectively inspired, become motivated and are well developed.
This then becomes an essential, if not the most essential, task for the leader – keep employees inspired, motivated, well developed, higher performing and more productive – willingly!
The leader must ensure that all employees are clear about the meaning of their work. Not just for the company or shareholders or customers, but for the employee.
That meaning for the employee has two clear parts – the value of what they do, and the dignity of the work itself, thus their own dignity. This is so regardless of the job or the work.
Here’s an example of what I mean. I was asked to coach the CEO of a large cleaning company that had national contracts. He was having problems with his middle managers and the cleaning staff themselves, resulting in a high turnover of staff at those two levels.
I spent time interviewing a cross section of the cleaning staff, the middle managers and senior managers. I learnt that the cleaning staff and their management thought that the cleaning job was of low value, hence their pay was basic, their hours outside of the normal workforce and the main qualification was a police clearance and the ability to use the polisher.
I then spoke briefly at a combined staff meeting in each state, with these main points:
- What would happen if you didn’t clean the hospital or bank or office? How long would it be before that workplace would be unsafe or unhealthy?
- Can you see the value of what you do?
- Can you see the dignity of your work?
- Since you choose to do this work, can you not therefore see your own dignity?
- I am proud to be associated with you and to be of help to you, because you do very important work.
Following each session, the management in each state began treating the staff very differently. Several managers even opted to fill in for cleaners who needed time off for various reasons. That hadn’t happened before.
I was able to influence the senior management to seek the best people (those who loved cleaning), pay above award rates, ensure they all understood the value and dignity of their work and themselves and treat them accordingly.
The company remains effective, with a much lowered staff turnover, higher performance and productivity. It is also more profitable.
Why can’t this pattern be the norm? Why can’t leaders see the value of this approach without needing external intervention?
