If you want to engage someone at work (who works below their capacity and they are making the effort to improve) don’t compare them with someone else in your organisation.
Absolutely do not compare them with people in some other organisation, or their practices.
Ever wonder, why someone who have performed exceptionally well in one organisation, then goes to a new organisation to fail miserably ?
This behaviour comes from our need to compare numbers: they are doing well, we are not.
Humans are not numbers. With the advent of big data, managers want to tag everything to a number, because it makes decision making easier.
Yet if you really want to develop people, learn to trust them and coach them.
Invest your time to learn why they are working in your organisation ?
What keeps them motivated ?
People stick with managers who gets them.
I have seen people working happily at a lower salary for years. They love their manager. I have seen Managers who cannot keep their team members from leaving them, despite offering higher salaries. Yes, there are many reasons to switch places, but have you ever wondered what is the first thing that triggers people to look elsewhere ?
There are things you cannot outsource. There are things that cannot be ‘Uber of this’ or ‘AirBnB of that’. As much as there are trends, we should not be enslaved to think that everything can be outsourced to cut cost or look sexy launching an app. There are many failure stories, that does not get your attention.
There’s so much of human touch needed in serving the customer now. Never been a time like this where products and services are sold in abundance, but customers want personal attention. This is a conundrum. Growth does not mean just achieving new numbers. Growth requires the expansion of your existing relationships with customers. When organizations outsource their core value areas for the sake of sanity and cost, brutal outcomes may happen.
For example: I was rudely surprised when I was treated badly by an insurance agent, when I needed their service the most. After 2 and half years of paying monthly premiums, here I was looking for the first service from them. The person had no regard for this. He treated me as one of those ( I understand there are bad customers ) crooked ones. I immediately got back to the sales person who sold me the policy. He understood. Patched things up. In insurance, what matters is that interaction the customer have once in a while. Those precious moments decide whether the customer would stay or not.
Most of us, when we hear about “innovation” tend to visualise staff retreats, having fun and been creative by expressing ideas. Then come up with that ‘aha’ moment, and go and work on it. Once in a year routine, may be twice a year.
Far from it. Innovation in reality is loads of hard work, an emotional drainage, and a creator of many awkward and uncomfortable moments. If not driven well, it can derail even the most honest intentions.
Right now, in this age, if the head of organization is not leading innovation process, nothing will happen differently. Discussions may happen, but changes won’t be there. From next week, it will be back to old stuff.
So, then what is the role of the leader? Instead of thinking I have to give the grand vision and inspire people to follow, a leader must co-create space that people on their own generate new ideas, test, get it right, fail, generate ideas again, repeat.
In interviews, a person with elite education and good grades will look more appealing than an average IQ person with a fierce determination to get things done.
Because it is hard to assess a person’s ability to execute -the person with education and interview winning skills gets the job.
A doers’ CV might not show qualities like good judgment, motivate people, delegate, follow up or excitement through getting things done. We may not see these during an interview either.
Only way to spot these qualities is by observing. That is the challenge.