2014 was predicted to be the Year of the Employee with increased competition for talent and continuing attention on employee engagement. But did employee engagement improve in the workplace?
Certainly, the Market Basket story of employees’ successful public (and customer-supported) protest of their ousted CEO illustrated the powerful impact of loyal, engaged employees. Yet according to engagement studies, the level of actively engaged employees still hovers around 30%. For all the expressed interest in in improving engagement, many in charge demonstrate more intention than action.
Mixed results on “The Year of the Employee” were found by leadership coach, Tanveer Naseer:
” … I did see leaders this year who clearly understood not only how to engage and motivate their employees, but also how to manage conflict in today’s faster-paced, connected world, how to foster an environment where our employees succeed and thrive, as well as how we can use our leadership to bring out the best in those under our care.
“Unfortunately, I also saw leaders who tried to side-step any responsibility for the issues that currently plague their organization, with some even arguing how the problem was the fault of those their organization serves, and not a reflection of their leadership or contribution.”
There are also executives for whom engaging employees is based solely on issuing paychecks. I recently learned about a company’s year-end-in-review meeting where the CEO addressed all employees. His conveyed his disappointment in a sluggish bottom line as he admonished employees to work harder in the new year. There were no words of acknowledgment for employees’ efforts/contributions during the past challenging year and no words of encouragement moving forward. As a result, many of his managers and employees are committed to working harder — to find new jobs elsewhere.
For that company and others like it, 2015 may well be the Year of Employee Burnout and Turnover. Here’s hoping those employees will be successful in finding the organizations that take engagement seriously.
It was my second year as a speaker at BlogPaws’ 2014 conference. BlogPaws is a social community that includes pet owners, pet lovers, pet bloggers, animal welfare nonprofits (including animal rescues and shelters, American Animal Hospital Association, and the Human Animal Bond Research Initiative Foundation), and pet-product companies. What continues to impress me about BlogPaws is how much this social community focuses on serving as an “advocate for pets in need” with its Be the Change initiative. For example, at its annual conference, BlogPaws awards donations to several animal welfare organizations. To date, the pet community has donated over $90,000 in cash and goods. Another highlight of the conference is giving a safety vest to a police dog and oxygen masks to the local fire department in the community where the conference is held. All leftover swag from sponsors get donated to a local shelter.
Yvonne DiVita
I interviewed Yvonne DiVita, social media professional and BlogPaws co-founder, to learn more about this social community’s commitment to giving back.
QSM: Tell us about BlogPaws and what makes it a special community?
Yvonne: We’re truly focused on saving lives. A key part of that is supporting shelters and rescues through a variety of efforts. If we go back to day one of BlogPaws, when three simple bloggers (myself, my husband, Tom Collins, and Caroline Golon of Romeothecat) met at a BlogHer conference and decided to replicate that model for our pet blogger friends, a key element of the decision was Be the Change. This, of course, is based on the familiar “Be the Change You Want To See”… for us, it was a challenge to inspire all bloggers at that first conference in Columbus, Ohio, to go out and be the change for pets in need.
When folks ask me what’s ‘different’ about BlogPaws, compared to other social networks, I tell them about Be the Change. You see, Sybil, I have yet to meet a pet blogger that is not passionate about her local shelter, and many other endeavors to help pets in need. It’s an over-arching goal of this community to facilitate the saving of lives, even one life – to help you understand, I refer you to this video, shared at that first event, and still important today. Frugal Dougal is no longer with us, having passed to the Rainbow Bridge, but this video lives on as our commitment to animals everywhere. In fact, we are also part of a Disaster Relief Network, working with groups like World Vets, to make sure animals are not forgotten during disasters.
QSM: How do BlogPaws members get involved with Be the Change?
Yvonne: The members of our community participate in Be the Change is a variety of ways. Each one has a passionate purpose or focus – whether that’s their own shelter, where they volunteer, or a purpose they saw on Facebook or Twitter. We use social media regularly to reach out and connect with as many people as possible. The key here is to recognize that the pet community isn’t just bloggers. It’s pet parents everywhere who are devoted to saving pets. Be the Change encompasses all people, the world over, who see the value of the human–animal bond, and work to help the rest of the world accept the importance of pets in our lives. This transcends the usual “we love our dog” focus. It recognizes that pets of all manner help decrease blood pressure, teach children responsibility, assist veterans with PSD, and more. These are creatures that make lives whole for so many of us.
Members of our community share experiences and events, and make sure not only their event is noticed, but everyone else’s is, also. And when we see elephants rescued, or animals in need in disaster areas (flood, earthquake, typhoons), we rush to make sure the entire world is aware. Being involved just means doing what you feel is important. It can be a $5 donation, sharing on Facebook, or working hard to raise awareness of puppy mills.
QSM: What impact has Be The Change made?
Yvonne: It’s easy on some level to judge the impact, and, on another level, not easy at all. For instance, BlogPaws itself has contributed over $90,000 in goods and cash (most of that in cash donations via the conference) over the last five years. If we were to go back and ask each shelter that received donations from us, there is no doubt we’d get a lot of stories along with the many thank you’s we receive when the donations are made. In our heart of hearts, we love seeing the change first hand at the events we hold. Shelters are invited and most of them attend. They are astonished at the outflowing of good will and offers of help from the folks who meet them. The cash donations go far to helping feed and care for their charges. The donations of all leftover swag help many, many pets over the course of their stay – donations include dog beds, treats, pet food, toys, and more.
Within the community itself, the change is also apparent. The act of contributing to a shelter or rescue, whether in time and talent, with cash donations, or sharing among a network to help raise much needed medical care, lifts each and every person up in ways nothing else can! Among the deep seated passion for helping these local groups as they rescue and care for neglected or abused animals is the sense of having done something purposeful, of having been part of something bigger than ourselves.
Our Be the Change community is so strong and so sincere, it continues to stand as a foundation of everything we are about – helping pet parents be all that they can (or want to) be… including, angels for animals in need.
The hard part of understanding the impact is in having such an enormous reach – from working with folks like Eldad Hagar, who contributed $25,000 at the latest BlogPaws event to help medical care for pets displaced and lost in the tornadoes of the U.S. during May 2014 … to sharing the efforts of folks like Robin A.F. Olson, who writes Covered in Cat Hair and runs Kitten Associates … to Amazon Cares, which takes people to Peru to save animals in need – all of which means our efforts in Be the Change are just a blip on the radar of the universe and we still have much more to do.
QSM: What would you tell other social communities about giving back?
Yvonne: I would say, get to it. What are you waiting for? The ability to give back, to participate in a charity organization or event, lifts up all people, and reminds us why we are here – we are here because we are not alone. We are a community across the globe and, as a community, the ability to give back is inherent in our desire to be accepted and loved. When you give, you get… it’s as true today as it has ever been. I am not the first to say it. At BlogPaws, we remain true to this quote by Margaret Mead: “Never doubt that a small group of thoughtful, committed, citizens can change the world. Indeed, it is the only thing that ever has.” If you hesitate because you aren’t sure how to begin, ask your community. You will be amazed and inspired by the response.
And when you’re ready, connect with others like BlogPaws. Because it’s only in working together, in bringing neighborhoods together, in giving voice to the human desire to save each other, that we will achieve the great success we all strive for.
For World Suicide Prevention Day on September 10th, employee engagement thought leader David Zinger advocates helping “all employees live fully at work – with a full life and a life full of meaning and mattering. We need to recognize when employees are struggling and what we can do to help.” His message is timely given recent public attention on mental health issues and suicidal behavior, and it has important meaning for everyone inside and outside the workplace.
David describes “living fully” as the opposite of suicide:
To live fully is to have a full life in years while putting fullness into each day. It embraces and acknowledges life’s joys and suffering, both our own and others, letting in compassion and support. Living fully is about living for both us and for others. Living fully at work is more about work/life integration than trying to find an ideal state of balance. Living fully at work is the new meaningful employee recognition when we are attuned to others in our work community and we recognize and connect with them during progress, celebration, setback, struggle, and loss.
He also suggests how to apply “living fully” at work:
Accept each day as an invitation to live fully.
Be mindful of moments and in touch with all your fluctuating emotions.
Engage with both your work and the people you work with.
Acknowledge impermanence – know that even negative experiences will change over time.
Move beyond isolation from others by making connection and contribution.
Flourish at work with positive emotions, engagement, relationships, meaning, accomplishment, and strengths.
Open your head, heart, and hands to your coworkers.
Transform the ritual question of “how are you today?” into an authentic curiosity and really listen and respond to what the other person says.
Face fears and create safety at work by caring for others and caring about what they are trying to achieve in their life.
Know that small is big, by taking small steps day after day you will make a huge difference in your life or the life of someone else.
I love David’s suggestion to “entertain a playful serenity with this modified serenity prayer”:
“God grant me the laughter to see the past with perspective, face the future with hope, and celebrate today without taking myself too seriously.”
It’s the case of a CEO who did well by his employees (personable management style, career growth, great pay, profit-sharing, etc.) and, in turn, customers – engendering the loyalty of both. So much so that when the CEO was ousted in a board-level family feud, employees and customers protested loudly — with employee rallies and online petitions by customers to boycott the company It’s the story of the Market Basket grocery chain that finds itself in a management and public relations nightmare.
With empty shelves, frightened or disgruntled employees, and frustrated customers, I can’t begin to imagine how much the company is losing in actual dollars, not to mention brand damage.
“Put your staff first, customers second, and shareholders third … then, in the end, the shareholders do well, customers do better, and your staff are happy.” Sir Richard Branson
This win-win-win approach works for Starbucks, Virgin, Zappos and many others companies. It’s also a winning strategy of Firms of Endearment that “follow a stakeholder relationship business model rather than a traditional stockholder-biased business model.” Why doesn’t the board of Market Basket get it?
UPDATE: Ousted CEO Arthur T. Demoulas is back at the helm after the company reached an agreement with him to purchase the grocery chain from the family members who fired him.
This quote from a HuffingtonPost article brings it all together: “Most times, CEOs and the company’s business model don’t always align with the employees’ best interests,” said Paul Pustorino, an accounting professor at Suffolk University’s Sawyer Business School. “What this proves is when a CEO can align the best interests of the company with the best interests of the employees, that generates strong employee loyalty and customer loyalty.”
Here are my thoughts to build on this management discussion. The key difference between these two sets of workers are that volunteers “aren’t bound by the same command and control requirements that employees have.” This means volunteers can voluntarilychoose to offer their time and services to what they consider a worthwhile organization. They can also voluntarily choose to withdraw their time and services when it no longer suits them. Even though employees are in contractual work situations, they can also choose to stay or leave an organization. Unlike volunteers, however, employees may need to stay for their paychecks even though they would prefer to leave — engagement for payment purposes only.
If your organization relies on volunteers to get its work done, would you treat them any differently if they were employees?
As I’ve found in my work in the nonprofit sector, the presumption that all nonprofits value volunteerism is not necessarily the case. Some nonprofit managers only give lip-service to their volunteers despite benefiting from their time and skills. These managers can take advantage of their volunteers’ passion for the mission for only so long before those volunteers get frustrated and leave.
What matters to employees and volunteers is being treated with respect while getting the tools and information needed to effectively contribute their time and talents. Whether an organization is profit-driven or mission-driven, the quality of workplace engagement depends on its culture and values including how its people are treated, regardless of their paid or unpaid status. Both employee engagement and volunteer engagement are critical – neither should be taken for granted.
I was honored to be one of three speakers from the U.S. invited to participate in the 6th International Marketing Congress: Marketing from the Inside, hosted by Asomercadeo, the Colombian Marketing Association. My Atlanta-based colleagues, Debra Semans and Ron Strauss, and I journeyed to Medellin, Colombia, recently to share our perspectives on internal marketing and internal branding. More than 400 business professionals gathered at the Congress to focus on the strategic impact of internal marketing in organizations “where there is a synergy between the areas of marketing, communications, human resources, and senior management.” Speakers addressed the elements of employee engagement, corporate culture, corporate social responsibility, marketing’s relationship within the organization, and leadership on brand-building.
For me, the highlight of this conference was learning that the core business concepts that my North American-based marketing colleagues and I advocate are becoming more universal in practice. This revelation was reinforced in the following themes repeated frequently during the conference:
People are the central axis of a company.
Employees and customers need to feel valued.
Organizational culture nourishes the brand.
Marketing, Human Resources, Operations, Finance, and all other areas of an organization need to work together as a team.
CEOs talk about human capital, but few actively engage them.
Another highlight of the trip was experiencing the ultimate in southern hospitality. Cristina Jaramillo Lopera, Academic Leader of the International Marketing Congress, and Asomercadeo’s leaders and event staff were most welcoming and accommodating. Truthfully, I was apprehensive about traveling to Medellin given the area’s reputation and that fact that I don’t speak Spanish. Cristina graciously hosted us on a wonderful tour of Medellin. The city and country-side are truly beautiful; the city is also aptly recognized as Innovative City of the Year. I was impressed with its public access to arts & culture. The strong sense of pride that residents and businesses have in Medellin and Colombia is palpable. And I look forward to returning someday.
Senior and middle managers leave organizations for many reasons: poor performance, management or board conflicts, retirement, health issues, new opportunities, etc. The euphoria or disappointment felt by employees soon gives way to uncertainty and anxiety regarding the manager’s replacement if s/he is brought in from another organization. Change can be scary, especially given the unknown of the newcomer’s personality and agenda.
That’s why it’s important to remember the words spoken by the wise knight in Indiana Jones’ The Last Crusade: “choose wisely.”
If you’re in a position to select a manager’s replacement, consider the type of manager recommended by thought leader and academic Henry Mintzberg in his classic (1999) article “Managing Quietly.” He describes managers that:
Inspire rather than empower their people by creating a culture with “conditions that foster openness and release energy” so that “empowerment is taken for granted.”
Care for their organizations by spending more time “preventing problems than fixing them, because they know enough to know when and how to intervene.”
Infuse change so that it “seeps in slowly, steadily, profoundly” instead of dramatically so “everyone takes responsibility for making sure that serious changes take hold.”
For executives and search committees tasked with filling managers’ positions, you don’t want it said that you “chose poorly.”
It’s a common lament among many marketers today – their work is more reactive than proactive. While they acknowledge the need for formal marketing planning, they’re overwhelmed and pressed for time dealing with customers, co-workers, information overload and other work demands.
So they wrestle with whatever marketing projections and data are needed to compile an annual plan and budget as required by those in the C-suite. Then it’s back to business-as-usual. For organizations that just keep on keeping on, how can they tell if they’re making any real progress?
“The truth is that in a time when we could change everything, we’re running without clarity of direction or vision.”‘ Brian Solis
It’s a serious concern for marketers because our function is so visible and the people that deliver the brand promise – our employees – need to know where we’re headed in the marketplace. When employees don’t know and understand our marketing goals and what’s expected of them in achieving those goals, they’re more likely to disengage. (So much for nurturing employees as brand ambassadors!)
Not having the time to plan is just part of the excuse. The sad truth is the planning process is still perceived as a tedious one that many marketers don’t want to make time for. They understand the value of creating a plan, yet dread participating in the process.
But it doesn’t have to be that way! I’ve seen first-hand people actually enjoy the planning experience. What I’ve found that works is bringing marketing and other critical staff together for the sole purpose of exploring and developing marketing strategy in a limited time frame (ranging from a half to a full day). Whether the planning session is held in an on-site conference room or off-site venue, it’s important to create a sense of “safe space” where participants will respectfully listen to and share their ideas with each other. Food and beverages including, but not limited to, caffeine and sugar (i.e., fresh fruit and healthy snacks in addition to candy and/or cookies) are also needed to fuel the planning process.
Strategic marketing planning’s true value is in setting a clear direction and marshaling the required resources to get there. It also enables marketing and other key staff to step back from the daily grind to engage in strategic thinking for/about the organization — a process that leaves them feeling re-focused and re-energized. A refreshing change from working reactively!
Note: I’ll share what’s needed for a successful marketing planning session in my next post.
In my first book on employee engagement, I described the positive impact of “leaders who genuinely care about their customers and the people (employees) who serve them … leaders whose core values recognize that both groups matter and who integrate these values in their culture and operations.”
The practice and study of employee engagement has grown immensely since then with many respected consultants and authors contributing to the field. Here are several of my favorite quotes that capture the essence of leadership and engagement.
“Engagement, at its heart, is a 21st century form of leadership aimed specifically at connecting people to organizational results, an issue of growing importance in the era of social-networking.” – Bruce Bolger
“Leadership rests on a new foundation and the skills this requires are changing: managing complex situations, communication and coaching, ability to elicit employee commitment and collaboration, and an ability to forge partnerships and foster the development of talent.” Jean-Baptiste Audrerie
” … great leadership at the top doesn’t amount to much if you don’t have exceptional leadership at the unit level. That’s where great things get done.” Jim Collins
” … if you want to create a workplace that changes people’s lives and the way business is done, that leads to products and services that are mind-numbingly innovative and powerful, culture can’t be a device. For it to be lived, you’re going to have to open your heart to the people around you and engage both their intelligence and their confusion with equal confidence.” Susan Piver
“Creating a meaningful workplace is about establishing a high-order connection with employees and benefiting from the compounding effect that comes from a constant stream of meaningful experiences tied directly to the needs, beliefs, interests, and aspirations of employees.” Jerry Holtaway
Additional employee engagement and leadership quotes Please help me expand this post by sharing your favorite quote(s) on this topic. I welcome your input!
