High performers at the top of their sport, say that the core people they are in relationship with, are incrementally important to their ability to reach their goals. They understand that the secret is in the connection and relationships that we form with those that we choose to do great things with.
Building strong and healthy connection with employees and customers requires constant nurturing, transparency, and intentional conversation. Healthy relationships are the difference between safe spaces, loyalty and increased brand equity versus work relationships that are toxic, political, exhausting, and unproductive. I’ve intentionally used the term ‘healthy’ because reality tv and social media relationships are fast becoming the norm both personally and professionally. Healthy relationships are ideal for establishing strong connection and trust between you and your employees, from a communications and engagement perspective.
On average, an employee takes about six months from the time they join, to decide if this is the right organization for them. If it is, they will participate and engage in work activities such as meetings, projects, campaigns and may even go out of their way to deliver and find solutions to problems that are not as obvious or perhaps overlooked. The opposite is same for the employee that has decided that this organization may not be ideal. Perhaps they only deliver what they have to and there is a reduction of going the extra mile or they become less verbal than they were during the initial six-month period. On the latter end, you have the disgruntled employee who often complains, raises unimportant issues or is disruptive to the rest of the team. A resentful or bitter employee is far more difficult to win back than the one that has become disengaged and similarly in the emergency medical industry where in the triaged process, the patient with the likelihood of survival, is most often saved, it is up to you as a leader to do the same. You must concentrate on the employees that you can easily re-engage whilst continuing to nurture the engaged staff.
How we do we build open, trustworthy, and meaningful connections with our colleagues, teams, and staff? They are after all, human beings and we crave connection, acknowledgement, and respect in our places of work.
Practice active listening.
Take the time to understand those that you lead. What drives them and why do they show up at work every day? What do they need in this day/ week/ month/ quarter that you can do as a leader to help them achieve it? A lot of the time, there is pressure on the leader to deliver a certain number of goals, key performance targets or sales but mainly the role of the leader is not to tick boxes. The aim of the leader is to lead. Leadership requires a certain amount of servitude and that starts with listening.
Understand the purpose of the employee / team.
This is important because we don’t go to work to work only. We come to achieve something that is more than money. Understanding the intention of individuals and the collective is the foundation of the drive and energy of a team.
Go first.
It may appear as an easy recommendation but in today’s volatile, uncertain, complex, and ambiguous world, going first is more than reacting but also taking methodical, clear, and informed decisions and actions. This frees your team to do the same.
Have the courage to be candid.
This is always a bit of a tricky more contentious suggestion that I find many shy away from, but I believe there is strength in vulnerability and honesty. You don’t have to say anything for people to know the truth of a situation. People are not stupid, nor do they need you to spell out company secrets but engaged employees generally have a sense when something is up. Be bold enough to be direct and quick about it, especially in times of confusion and complexity. Your team will respect you for it.
