I Love This band
I’m listening to one of my favorite bands right now as I’m thinking about this topic… I wonder how many bands never really make it big for whatever reason?
I mean, let’s take out the variable of talent — you can’t imagine how many people I’ve heard sing or play an instrument who are extremely talented. In fact, here are three books on how it’s more than talent.
I’ll admit I’ve not read any of these yet. I’m not familiar with Geoff Colvin. I have read other books by John Maxwell and find much that I agree with in his common-sense approach and wisdom. If you haven’t heard of Malcolm Gladwell’s book it follows his others The Tipping Point (which I’ve yet to finish) and Blink.
Another One Bites the Dust
But what does this have to do with [tag]employee engagement[/tag] and my favorite band, and more importantly with your company?
Let’s look at an interesting situation I learned about…
End Story: MFI was placed in administration in November 2008 and closed all 111 stores a month later. Why?
Apparent Cause: The demand for new kitchens and bedrooms had fallen too much because of the downturn in the housing market. Additionally, sales had been falling in recent years because of competition from companies like Ikea.
Real Cause: Here’s where it gets interesting… According to Philip Whiteley,
“This is very far from the full story. As well as providing misleading indicators, and hiding the causes of business dynamics, accountancy and MBA-speak also create the lexicon for euphemisms and excuses.
“In truth, the company was destroyed by a cost-reduction programme that took no account of staff skills and customer service.”
[Editorial Comment] “Yeah, but we’re losing money, so we need to reduce costs to remain competitive!”
“Take this quote from a customer on a website: ‘My bedroom furniture is now finally finished. It took five months of constant effort from us; the local store had no ability to return calls, or indeed do what they promised they would do without being repeatedly asked to do it … Please, anyone who reads this, please, please, do not buy anything from MFI.’”
[Another editorial comment] We are in a very different age with [tag]social networking[/tag]; businesses may not realize the extent to which their customers are “engaged” in discussion about them! Do you?
“How do I know that this complaint is genuine? Because the same thing happened to me. And to hundreds, perhaps thousands, of others…
“On the finance director’s desk the plans would have looked like a dream: a text-book case of streamlining and efficiency. And had someone, back in 2003/04, raised the point about training, staff engagement and customer service, doubtless there would have been a patronizing rejoinder not to bother the grown-ups with concerns about the ‘soft stuff’.
“[tag]Human capital[/tag] indicators such as [tag]staff turnover[/tag], [tag]employee engagement[/tag], staff [tag]skills[/tag], and so on would have raised red flags very early in the reorganization process, had they been used by MFI, and alerted senior managers to the serious risks to [tag]customer service[/tag]. Yet still, I am told that such matters are ‘soft’ optional extras; some sort of indulgence to satisfy the HR department.”
Who are Your Champions?
Enough research has shown that when employees are fully and purposefully engaged in their work, they give extra, voluntary efforts to their work. These are the employees that go out of their way to make sure a customer is taken care of, to ensure a product is produced at a quality level, to be certain that the information is accurate in the required report.
These employees can contribute anywhere from 20% to 50%+ more value to the organization just because they want to. They are treated fairly with their compensation (make sure you do that), and they enjoy their work.
On the other end are those who are not engaged, and in fact are actively disengaged from their work. These employees actually look for ways to cause problems; they don’t just not do their work, they may mistreat a customer because they are angry, they may actively disregard a work procedure, they may purposefully let a deadline pass or submit information that has not been verified.
These employees can detract anywhere from 20% to 50% or more from the value of work being done.
It’s not a Trade-Off
Are you willing to let the fully [tag]engaged employees[/tag] offset the actively [tag]disengaged employees[/tag]?
Oh, by the way, the percentage for “fully engaged” ranges from about 20% to 30% depending on your region of the world, and the percentage of “actively disengaged” ranges from about 15% to 25%. Everyone else is somewhere in between meaning some are more closer to fully engaged and some are more closer to disengaged.
Do you know how much a fully engaged employee adds to your business over an average employee? You can figure it out. Or how much an actively disengaged employee takes away?
How Successful Will Your Band Be?
So, back to my favorite band, talent, and your company.
My favorite band sold a lot of records and they probably made a lot of money. They had one problem though — they kept fighting among themselves so they ended up making only three albums (I know I’m dating myself). Oh, they put out the “greatest hits” album, and then later made a 4th but with mostly new members and it wasn’t the same.
I have another favorite band (actually playing now!) who really worked well together and put out a number of albums; probably made more money too.
And the people I know who are very talented: well, they just don’t have the interest in the music industry; they’re happy doing other things.
Are your employees?
Workforce Expertise:
If your employees are energized and excited about coming to work for you, they will contribute more because they want to.
If you don’t know how engaged your employees are, you can find out:
- Ask them what they think, what they like, what they don’t like. If your culture allows it, you’ll get great feedback.
- Use a good, validated tool to get their feedback in a way they are comfortable giving it to you.
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