I listened to a great presentation yesterday by Mercer on managing engagement, the need to focus on key metrics but the reality of driving behavior at the very bottom of the organization, which is what engagement is. Nicely presented, with great graphics. And I look forward to getting a copy of the information, statistics and related materials.
On the other hand, it seemed to have nothing actionable. It focused on senior managers and HR and organizational statistics and surveys and never once directly mentioned the Supervisors, to my recollection, as being involved in this “involvement and empowerment and engagement stuff.”
It is totally clear that workers and supervisors and managers are basically un-involved and un-engaged in so many workplaces. And it is management effectiveness AND the workplace environment that is behind this problem. It is NOT a “senior management leadership issue” that can be corrected with more surveys and more executive development.
- only ONE IN FOUR employees “strongly agree” that their supervisor provides meaningful feedback to them, that the feedback they receive helps them do better work.
- Only 21% of employees strongly agree that their performance is managed in a way that motivates them to do outstanding work.
- 87% of first-time supervisors feel frustrated, anxious and uncertain about their new role
- Only 11% said they were groomed for that role through some developmental training or program.
Rick Bell shared some statistics in the March issue of Workforce magazine about how badly workers are being supervised
- 35% of US workers would forgo a raise to see their boss fired
- 44% of employees say they have been emotionally or physically abused by a supervisor
- 3 of 4 workers say that their boss is the worst / most stressful part of the job
It is NOT a “senior management leadership issue” that can be
corrected with more surveys and more executive development.
The solution requires involving workers in workplace improvement for both process improvement and more self-determination and personal growth. It is about demonstrating that the supervisor is actively listening and helping to implement ideas. It is about the workers and the management team removing roadblocks that are perceived to be operating that are blocking engagement and the ability to act empowered. Simply, it is about facilitation and feedback.
*Note – I do not believe that it is possible to directly engage or empower someone else. You cannot change their internal workings, directly. What you can do is address their perceived issues and determine what they think blocks their acting in a more involved manner. Roadblock removal is kind of like coaching, only it can be done in a group or team setting. It is accomplished by ASKING FOR THEIR PERCEPTIONS ABOUT HOW THINGS WORK and what they might try to do differently. Remember that “Nobody ever washes a rental car,” and that “Trust is the residue of promises fulfilled.”
The Square Wheels Project is a simple online training program focused on using the metaphor of Square Wheels® as a tool for communicating about issues and opportunities, and it is accomplished by teaching the supervisor basic facilitation skills and providing a simple and bombproof tool for leading discussions. It also supports these supervisors with peer-level communications about issues and questions and dealing with problems and politics.
We do not share any silver bullets about how to fix these problems. You can see some additional thoughts around implementation in this other blog post. Every organization has its own blend of communications and cultural issues. But the removal of perceived roadblocks to implementing ideas for performance improvement is intrinsically motivation and a way to address common fears around implementing change. (See Dan Stones article about overcoming team fears here)
But, operationally, it looks something like this: Let people play with Round Wheels since they are currently operating on Square ones…
So, without cost or training or doing anything but downloading two pdf files, go play with this idea. Below is the really simple explanation of how it works.
Cut each of the pages above into 10 relatively similar-sized “business cards.”
1 – Give a “how does this represent how things really work” card (left) to each person in your meeting and have them discuss the image in small groups. Let them consider possibilities. Ask them to share their thoughts.
2 – After discussion, give one “what might be some of our Square Wheels” card to each person and then ask them for some of their thoughts.
3 – Process the ideas as you wish. Do not defend the status quo but consider these thoughts and ideas as possibilities. “What else?” is a good response.
If you like what you see, which might start out with some discussion about the problems of processes and leadership and teamwork and ideas in a general workplace situation and the transition into what some of the issues might be in your workplace, you will get some idea of the power of this metaphor for changing thinking, language and goal-directed performance improvement.
We have a variety of workplace improvement tools available for purchase, all framed around the idea of changing people’s perceptions and behavior, driving improved teamwork and communications, and generally working to disrupt the way things are and create a more positive workplace.
For the FUN of It!
Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.
Scott’s blog on themes of People and Performance is here.
Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group
The Performance Management Company blog is found at www.PerformanceManagementCompanyBlog.com
The Square Wheels Project is found on Udemy, and you can access this online supervisory facilitation skills training program, complete with downloadable powerpoint slides, printed handouts and other support materials at www.TheSquareWheelsProject.com
Dr. Scott Simmerman holds a doctorate degree in behavioral neurophysiology from The University of North Carolina at Chapel Hill and is a Certified Training Professional through the IAPPD and a Certified Professional Facilitator by the International Association of Facilitators. His LinkedIn bio is extensive and found at http://www.linkedin.com/in/scottsimmerman