3 really dumb things

By Marcel Schwantes via inc.com   Article

3 Really Dumb Things That Managers Should Never Do To Their Employees

“The importance of emotional currency — what makes people feel supported, valued, developed and appreciated — has become a hot commodity for impacting businesses, satisfying customers, and keeping shareholders happy. Workplace values like freedom, democracy, trust, transparency, ownership, and happiness — unheard of less than a decade ago — are quickly becoming the norm, thanks in part to the influence of Millennials. … allow me to clue you in to 3 really dumb moves you should absolutely avoid.

1. Stop ignoring employees.
If you’re hoping to keep your best Millennial employees engaged (or any other generation, for that matter — this is the human condition), start talking about their work regularly. … half of all Millennials surveyed said that they do value the obsolete HR practice of performance reviews, but not as an awkward, once-a-year event. They want it in the form of feedback at least monthly, if not more frequently. Only 9.8 percent prefer the standard annual version. … The focus for managers worried about carving out time to do this should be on making your feedback shorter, more frequent, and constructive. …

2. Stop treating employees like cogs and numbers.
… 50 percent of employees left their job ‘to get away from their manager to improve their overall life at some point in their career.’ In other words, those 50 percent of employees left because managers didn’t care about them. …What do employees want and need the most as a performance motivator? While a paycheck helps, that money will be spent tomorrow. They are looking for recognition and praise. … For Millennials, recognition is especially important as this generation has a particular sensitivity to it.

3. Stop calling all the shots without involving the team.
Since employees are the ones most intimately acquainted to how things are going on in the trenches — with customers, tasks, processes, what is working and not working — leaders will gain their trust by coming to them first for input, buy-in, advice, and strategy. This fosters a culture of trust, questioning and creativity, where followers feel safe enough to contribute ideas and share concerns that have value and can help resolve situations.

The cultures at many of these Best Companies (think Google, SAS, and Acuity) are known for giving employees a meaningful voice in how the business gets run. Workers are encouraged to contribute ideas outside of the scope of their day-to-day functions and job descriptions. So what do you do in practice? You allow your key employees a seat at the table to make decisions and exercise influence over things that matter in the business. Think of projects, tasks, and meetings about strategy, mission, and culture in which you can involve your people.”


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