What do Employees Really Want?

Written by Megan Tough

A major problem for business owners and employers today is gettingrepparttar best employees and then keeping them. Sounds easy, but any employer will tell you that these activities take uprepparttar 119503 most time and haverepparttar 119504 biggest impact on business results. So how do you go about retainingrepparttar 119505 good people once youíve found them?

Understanding what your employees want from a workplace sounds like a logical place to start. After all, if you know what your employees are after, you simply need to provide it and all will be well. This is a great theory, but research shows that employers are not that successful at identifying what their employees actually want. In fact there is a significant disconnect betweenrepparttar 119506 things that employees say are important to them, and how highly employers rank those same things.

This survey first came out in 1946 in Foreman Facts, fromrepparttar 119507 Labor Relations Institute of NY and was produced again by Lawrence Lindahl in Personnel magazine, in 1949. This study has since been replicated with similar results by Ken Kovach (1980); Valerie Wilson, Achievers International (1988); Bob Nelson, Blanchard Training & Development (1991); and Sheryl & Don Grimme, GHR Training Solutions (1997-2001).

10 Ways to Beef up your Leadership Skills

Written by Megan Tough

Have you ever heard someone say, ďActually, I have to admit that I think I am really bad at managing other people. My staff all hate me and Iím incapable of doing my jobĒ.

The answer is no, of course. No one says this either because they donít believe it, or because they donít want to appear incompetent. Unfortunately research tells us that fromrepparttar employeesí perspective, there arenít that many terrific managers out there.

What should we take out of this dichotomy? Perhaps atrepparttar 119502 least, we could all admit to ourselves that there is room for some improvement inrepparttar 119503 way we lead others. After all, itís notrepparttar 119504 sort of skill that is easy to get 100% right all ofrepparttar 119505 time. It might just be that we donít specifically know what improvements to make, so hereís 10 ways to start:

1.Get a reality check Finding out what others think of our leadership style can be real eye-opener, and is oftenrepparttar 119506 most powerful driver for change. Using a 360 survey where you receive feedback from your staff, peers and manager, gives you some concrete information on a sometimes intangible subject. Use an existing tool (and there are some highly regarded ones out there) or else simply let your staff know that you are seeking feedback from them in order to improve your style.

A word of caution though, your staff may not feel safe in giving feedback if they believe you are going to use it against them, or become defensive about what they say. Itís up to you to create a safe environment so they feel comfortable in being open and honest with you.

2.Donít userepparttar 119507 power of your position to get things done If people are questioning why certain things are done, orrepparttar 119508 logic of decisions, never pull rank in response. A critical component of effective leadership is gettingrepparttar 119509 buy-in from your team and colleagues. You donít get buy-in by telling them thatrepparttar 119510 decision isrepparttar 119511 right one because you arerepparttar 119512 boss and you made it. Your team may not always agree with what is being done, but they are more likely to respect you if you takerepparttar 119513 time to explain your rationale.

3.Donít think of employees as things that need to be controlled or managed Instead, give themrepparttar 119514 latitude to take actions and make decisions. Trust is a vital component of leadership. If you canít trust people to do their jobs well, then you either haverepparttar 119515 wrong people inrepparttar 119516 jobs, or you haverepparttar 119517 right people but you havenít trained them sufficiently. Let them do what they are there to do, without leaning over their shoulders allrepparttar 119518 time, or demanind to know how they spend each minute of their time.

4.Listen, listen listen If there are unhappy or disgruntled people in your business, you can guarantee that at some stage theyíve tried to tell you whatrepparttar 119519 problem is. Itís likely you werenít listening (or didnít want to listen), or perhaps your initial reaction maderepparttar 119520 person think twice about bringingrepparttar 119521 problem to you. Truly listening is one ofrepparttar 119522 greatest skills to develop, regardless of your role. Good listeners are genuinely interested, convey empathy, and want to find out whatís behindrepparttar 119523 conversation. Great leaders are great listeners Ėwithout exception.

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