Management vs Leadership – How Can You Tell the Difference?

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Showing Leadership and Practicing Management

Managers are tough. Managers make the hard decisions. It’s important that a manager be detached and impersonal at all times. They schedule and supervise processes and the human resources allocated to perform tasks. They make the machine work.

That’s what I got from most of the management training I received. Admittedly I put my own little twist on it as I interpreted it but it’s the way it felt.

And it felt wrong. If you have had any management training, perhaps that’s the way it felt to you to.

I then had an opportunity to attend a course on leadership at a large company. Strangely, the title was different but the content was the same.

Leadership is NOT Management

As I studied more about leadership it occurred to me: the biggest challenge we have in creating leaders out of managers is that they don’t know the difference.

[tweetthis]The big challenge creating leaders from managers is few know the difference. #leadership[/tweetthis]

Simple Leadership

Actually the leadership versus management conundrum breaks down into a pretty simple form. There are a lot of little nuances that go with it but the essence drives most of that. Based on my experiences and my research, here is what I found defines the difference.

♣ Management is About Process

It’s about the systems in place. Procedures matter, the end result matters. Resources matter. People are one of the resources you use to get the job done.

♥ Leadership is About People

A leader focuses on not just the team as a group but on the individuals within in. He knows that for the team to excel individual members have to be able to perform at their best.

♣ Management is Doing Things Right

The rules matter. Gotta have the rules. And you must follow the rules to the letter. They are there for a reason. Implementation is the key.

♥ Leadership is Doing the Right Thing

Values matter. What is best here? If what we are doing is not serving our purpose and taking care of our people, then let’s do something else. Strategy is the key.

[tweetthis]Management is doing things right, leadership is doing the right things. -Peter Drucker[/tweetthis]

♣ Management Directs

The manager is ready to give instructions based on HIS knowledge and experience. “This is what we are going to do and this is how we do it.” The emphasis is on GIT STUFF DONE regardless.

♥ Leadership Guides

The leader provides the vision, the goal, and the expectations. She equips and empowers her people to us their knowledge and experience to accomplish the task at hand.

♣ Management Evaluates

A manager is constantly looking at counting the value of what she is getting. There has to be a number on it. What’s the ROI? How can I measure your actual contribution to our results?

♥ Leadership Adds Value

A leader looks at how he can make things a little better. How do I move our team forward? What can I do to help my employees become a little better today than yesterday?

♣ Management is Bottom Line Focused

What really matters to the manager is a profit was made, or all the goals were met or exceeded. The numbers were made because after all that is what we are all about; nothing else. What have you done for me lately and how has it saved or made me money?

♥ Leadership is Growth Focused

The leader is concerned with more than accomplishment of the task but also where we are going in the future. She thinks about how she can better equip her team to meet the challenges, how she can build them up to accomplish even greater things. She is not just about now but about the future and moving forward to it.

♣ Management Says “Go!”

Quoting from John Maxwell in his book Developing the Leader Within You, “a boss (manager) drives his workers. He depends on authority, utilizes fear if necessary. He fixes the blame.” The manager is content to stand on the sideline watching everything and judging whether it meets his standards.

♥ Leadership Says “Let’s Go!”

Again from John Maxwell, “the leader coaches, he depends on goodwill, he inspires enthusiasm.” The leader rolls up his sleeves and pitches in to help when it is needed and encourage when it is not.

[tweetthis]A manager says “Go” and a leader says “Let’s Go!” -John Maxwell[/tweetthis]

♣ Management is About Control

The manager has to call all the shots. It’s important to her that things are done HER way because it’s the way she learned and therefore must be the right way. Got a better idea? Keep it to yourself. No time, not interested. The problem with control is that it is often an illusion. In the face of outward control and the inability to show initiative, the employee will instead rely on passive-aggressive behaviors and silent sabotage. The sense of control starts to fade, causing panic on the part of the manager who then takes over even more to re-establish their control.

♥ Leadership is About Trust

The leader makes sure that expectations are clear, that people are equipped, and sets his people loose to accomplish their tasks and meet the goals. He depends on his employees to work with the best interest of the organization in mind. To foster that, he works hard to make sure his employees trust him. He builds relationships with each employee, he connects with them. The leader only promises what he can deliver. Consistently he is honest. He shows integrity in both word and deed. The leader knows that mutual trust is essential to team accomplishment.

Some of Both is Good

Now the idea here isn’t to say that management is bad and leadership is good. It’s tempting to do so and many experts today do exactly that. We seem to have moved from the extreme of pure management to the other extreme of pure leadership.

And yet somewhere in between is where the sweet spot is. When the leader gathers the right people in the right place and he equips them with the skillsets and tools they need. When he sets expectations and empowers them to do what is necessary to meet the goal within expected behaviors, then he needs also to have processes in place that at least provide a good starting point for getting things done.

All the leadership in the world doesn’t matter if things aren’t getting better. We still need to get things done and management helps keep that a critical element.

Be the Manager and the Leader

Now there are people who are good managers – they are good at the process – but they are not very good at focusing on their people. But the best managers not only have to be good with process but they also have to be the good leaders. They have to be good with their people. So go beyond the process and focus on the people that your work with. Focus on connecting with your people and that’s what makes the difference.

The real benefit of being both the leader and the manager is that when you get good at the leadership you find that you spend less time having to manage. Think about the long hours you spend doing “management” things. Think of the frustration. Now think about having more clarity, more peace of mind, more confidence in your team, and more time. That’s the promise of the strong leader.

The Leadership of Theodore Roosevelt

There is story from many years ago that one of the things that made President Theodore Roosevelt so well liked was the fact that he connected with everybody; his valet, the white house servants, everybody. He knew all of them by name. Roosevelt knew about their histories and he took the time to talk with them and connect with every one of them. He spent more time being a leader and less time being a manager. As a result, all his staff loved him and were willing to work with him and go the extra measure for him.

So develop a genuine interest in and focus on others in your group. Connect with them, communicate with them, and be consistent and you are going to find that the rest of it is going to fall in place for you.

What’s the greatest challenge you face being both a manager and a leader? If you are a leader but not a manager, how does that challenge you? Share your thoughts in the comments or email me at psimkins@BoldlyLead.com

What is something you can do today to add value to an employee? Not all of them once, just pick one. Find a way to add value to them today and then come tell me about it. If that’s challenging to you, drop me a note and let’s see how I can help you.

Why Your Communication is Failing and How to See Through the Clouds

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Communication Suffers Storm Damage

Despite our best efforts, sometimes communication just doesn’t get through.

Calm in the Storm

We had a little storm down here recently called Hurricane Irma. You may have heard of it.

Since our area tends to be full of “transplants” – people who have moved here from other states – for many of them it was their first encounter with a large storm. As you may guess, there was a lot of panic.

To their credit, the Oviedo Mayor, Dominic Persampiere, and the Emergency Operations Chief, Lars White, did an excellent job of using social media and other channels both before and after the storm. Information about shelters, services available, electricity restoration, etc. As I often recommend to leaders, they over-communicated; often the same message multiple times.

Yet still some people kept asking questions about what was already answered multiple times. What gives?

Obviously for some, the communication wasn’t working. It was not really the fault of the communicator in this instance; there were just too many barriers in the way.

Successful Communication

For successful communication, there has to be a meaningful message, an intent sender, and an open receiver. Any one of those three can end up creating a barrier to communication rather than lending itself to success.

Some of the Most Common Barriers to Communication are:

Emotions that Get in the Way

Emotional content is an important part of communicating effectively. Without that, the true meaning of our message is often missed. Where it goes wrong is when the emotions get away from either the sender or receiver. What happened with the storm communication was that the receivers were so full of strong and urgent emotions, it was very hard for the message to get through. It was missed again and again. The sense of the unknown, the panic, the worry, and the fear overwhelmed people. When someone is overwhelmed, it is difficult to send or receive a message successfully. Address the emotions before you address the message.

Undeclared or Unreasonable Expectations

We almost always enter conversations with ideas in our head about what we want to happen or what should happen. Those notions affect our understanding and our responses. We might have the presupposition that the other person will be rude to us because they work for the government and so we enter the conversation expecting rudeness and ready to react to rudeness. We close ourselves off to meaningful conversation because our mind has already given us the answer; we therefore don’t need to hear what the other person has to say. We react to what we expect instead of responding to what we hear. It’s a good practice to set expectations when you begin the conversation rather than allowing the audience to rely on their own.

[tweetthis]Often we react to what we expect instead of responding to what we hear. [/tweetthis]

Using Jargon

This includes using industry slang, abbreviations, acronyms, and words and phrases other people cannot legitimately be expected to know. Let’s throw in using Internet slang and acronyms like LOL, OTOH, IMHO, and so forth. They have their place and it’s not in meaningful conversations or communications. Clear communication requires a shared pool of meaning; in other words everyone has to understand the basics for understanding to occur.

The Absence of Nonverbal Communication

The thing about social media, teleconferences, email, and many of the other ways we communicate today is that we can’t see the other person. If we can’t see the speaker, we can’t rely on gestures, head motions, eyes, mouth movements, and other body language that adds meaning. If we can’t see the audience, we can’t modify our delivery based on how we see people reacting. A UCLA study indicated that 55% of meaning is determined by what people see. So think about that; over half the meaning is lost in a text message or email or social media post. If in person isn’t possible, ask questions to derive feedback and confirm meaning.

Inherent Prejudices

Let’s face it, there will be people where you just don’t like their looks. Hate their politics. Consider their religion to be evil. Have disdain for where they are from. Find the way they talk funny. Or just have something you dislike that you can’t put your finger on. Any of that creates in you a mindset from the beginning of the conversation that closes you off to understanding or to speaking to them in a clear, respectful manner. We all have prejudices, we need the emotional maturity to see past them for communication to occur.

[tweetthis]We all have prejudices, we need the emotional maturity to see past them to communicate.[/tweetthis]

Different Culture

Values and beliefs often come from our ethnic background or simply the environment in which we live. As a native Floridian, my concept of cold is quite different from someone from Wisconsin. So if I say “Gee, it’s real cold out!” I’m thinking it’s below 70 degrees. The person from Wisconsin is thinking around 10 degrees with a 15 degree wind chill factor. When I travelled to Hong Kong to lead workshops, I had to understand the cultural differences and adjust what I say and how I say it to keep the meaning the same.

A Lack of Common Ground

Authentic and meaningful communication occurs when we have connection. Having common ground with someone gives us that connection. Once we have it conversations automatically become more meaningful, immediately require our attention. We are more apt to actually try to reach understanding and perhaps even work past other barriers that get in the way. Common ground should be the starting point for establishing any kind of rapport for communication. Look for ways to establish common ground.

An Uncaring Attitude

If you don’t care about the people with whom you are communicating it comes out in what you say and how you say it. Your audience will pick up on it sooner or later. Once they feel you don’t care about them, anything else you have to say doesn’t matter. As John Maxwell says, “People don’t care how much you know until they know how much you care!” If you are having trouble caring, truly caring, about your audience pause a moment and determine why. It may mean it’s the wrong audience. It may mean you are communicating for the wrong reasons. It may mean simply it’s not the right time. Stop the communication and re-group.

When have you found it difficult to connect with a speaker? What got in your way? Have you found it difficult to reach a group of people or an individual? How did you handle it?

Share your thoughts here or email me at psimkins@BoldlyLead.com

Subscribe now and you can get my FREE e-book 15 Innovative Ways to Show Employees You Care.

Leadership in the Storm! Who You Are Is Revealed in Crucial Moments

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Showing Leadership When It Counts Most

How we show leadership during a crisis drives how our team responds. As I write this, Hurricane Irma is heading towards the Caribbean with a strong likelihood of then turning to Florida. If it follows predictions (which can change at any moment right now) it will travel up through the “spine” of the state, which includes hitting us here in the Orlando area.

I was born and raised in Florida and have lived through MANY a hurricane. I know what to do, when to do it, and whether or not to worry (never).

Panic is Born without Leadership

What I saw Monday concerned me. I was at the grocery store. I went early because I figured no one would be there being Labor Day and all.

Wrong.

It was packed! People were scrambling to buy durable foods and bottled water. I saw one person actually pick up 10 flats of bottled water! That’s 240 bottles! And this was before we even had a serious threat from the storm. I mean, c’mon, this is NOT the apocalypse!

Who is Leading?

I can’t blame them too much. Many people have moved her from other states and have not experienced a lot of hurricanes. They just saw the effects of Hurricane Harvey. In addition, they have people of Facebook, television, and elsewhere churning the waters with descriptions of devastation that Irma will cause.

It IS a time to take precautions. It is a good time to get ready to secure your property as best as you can, make sure you have food, water, batteries, and board games.

Time to Shine

It is also a prime time for leadership to shine.

[tweetthis]During the storm is when Leadership should shine. #BoldlyLead[/tweetthis]

Panic should not be the order of the day. When leaders are calm, it has a cascading effect on those around them. It is critical, then, that leaders stay even keeled and constant both before, in the midst of, and after the storm.

Leaders show concern without the hype. Know what to do, direct others to get things done. Convey a sense of urgency without being frantic.
Leaders take care of others as well as themselves. Make sure your team has opportunity (and means) to secure their property and family.
Good leaders reassure. Let everyone know that every step of the way you have their back.
Effective leaders make sure that things are in place to pick up the pieces after the storm.
Great leaders spread composure and peace in what they do and what they say in these moments.

If you stand to be affected by these storms, what are you doing to be the calm in the storm?

If you aren’t going to be affected, what storms are going around you where you have the opportunity to shine?

Are you experienced with weathering storms? Share some tips here on what you do or write me at psimkins@BoldlyLead.com

Gotta go now. Got some shopping to do!

10 Ways Communication Becomes a Crippling Problem on Your Team

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What We Have Here is a Failure to Communicate

Do you really need to be sold on the importance of communication in the workplace (or anywhere for that matter)?

This is one of my areas of passion. My degree is in Organizational Communications and it included an intensive study of a real organization to observe and comment on its communication practices.

No matter the organization there were two things I see in common in regards to communication.

One is that we tend to think our organization is great at communication.
The other is that we think that until we discover it’s not. We discover it either through a Communications Audit or through trials we experience because communication breaks down.

And it will break down. Trying to stay lean and agile while also fostering growth inevitably leads to breakdowns in communication. We must know where the breakdown occurs and why in order to fix it.

Why Communication Breaks Down.

1.We Think Our Communication is Totally Clear

You, me, everyone of us approach any situation from our own personal point of view. When we are communicating with others, what comes out is not just words. It is also background and knowledge, experiences, and viewpoints. So we talk with words and phrases and sometimes even abbreviations and acronyms that make perfect sense to us but are meaningless to others.

“I don’t know why you don’t get it, I’m made it as clear as can be!”

Been there, done that. Probably you have too. I’ve been on the other side of that too.

Think about how to express the thoughts without the use of jargon. Also think about how your point of view translates to others.

2. Making Assumptions

Along the same lines as clarity is making assumptions.

We assume they understand.

Or that they have the same knowledge set we have.

We may even assume that the other person or people have a certain mindset. I know I have spoken before groups where I made the dangerous assumption that they would be antagonistic. The opposite turned out to be true.

Check your assumptions before initiating conversation. Better yet, ask questions that help clarify or eliminate assumptions you have made.

3. Taking Too Long to Communicate Our Message

You ever get directions from someone who over-explains? They just kind of ramble on and on; usually providing side stories and details and minutiae. It can be hard sometimes to remember or understand the main point of the communication.

Why do people over-explain?

Strangely, I couldn’t find a lot of scientific research on this. I’m sure it’s there, I just didn’t find it. However, I did find plenty of insight on some possible reasons.

Guilt

Anxiety

Feeling Misunderstood

Lying

Another strong reason is that many people feel uncomfortable with silence. So when there is a period of silence they feel they must fill the gap and so they talk even more. Good negotiators know this and often use it as a tactic – the rule is generally the last person to talk loses.

Become your own talented negotiator and seek for win-win communication. Be brief and to the point.

Then shut-up and let them ask for more. If they don’t, they are likely satisfied with the answer. If they do, you get the chance to provide more information for better understanding. Win-win.

4. Not Taking Long Enough

The flip side of taking too long is when we don’t give enough information. This can sometimes be a sign of deception but more often than not it is a sign of what I call “auto-complete”.

We sometimes get a thought process going in our heads that we then start putting in audible words. What happens is that the thoughts in our head complete and our mouth can’t keep up. The result of auto-complete is that the conclusion and sometimes entire thoughts get lost. We THINK we were complete and we were, but only in our minds.

If you have a tendency towards this one way to combat is to ask your audience to confirm their understanding. More specifically, ask where they got lost. That allows you to go back and complete out loud what you completed in your head.

5. Rapid Growth

When an organization experiences a high rate of growth in a short period of time, often effective communication channels become the victim. Usually they weren’t communicating that well to begin with but when you are small it doesn’t seem to matter as much. As growth occurs and more people are thrown in the mix, the lack of designed communication systems becomes glaringly obvious. Conflict abounds, productivity slows, sales get lost, and chaos ensues.

The best fix for this is prevention. At the first signs of growth, be intentional about implementing formal communication systems. I’m not talking about a phone system, I’m talking about making sure there are practices in place to ensure that information is getting shared with the right people. Have a plan yet also be prepared to modify it often.

If you wait until it actually becomes a problem, then you end up having to bring in someone like me to help you repair it. Like everything else, fixing is more expensive than prevention.

6. Emotions

Our communication needs – in fact it must have – emotional content. Emotions provide meaning and emphasis to what would otherwise be just words.

The danger of emotions is when we let them get away from us. Either we are so passionate about our message that we get over-excited or more commonly we allow someone else’s words to emotionally charge us.

Actor and Martial Artist Bruce Lee addressed this while instructing a young student in the movie Enter the Dragon. He tells the student to perform a kick and then criticizes his lack of emotional content. When the student, upset at the criticism, tries again, Bruce chides him that emotional content and anger are not the same thing.

We need emotion to create connection. The wrong emotion or too much emotion prevents connection.

If you are the speaker, make sure your emotion matches the meaning. If you are the listener, try to keep yourself from reacting emotionally at least until you are sure the message is complete. Carefully consider the point before you emotionally react to it.

7. Ego

People who need power will use information as a power source. The purpose of poor communication or a lack of communication is intentional then in order to keep it to themselves. He who has more information than others holds the power is the belief.

There is also a certain ego boost in being the one “in the know”. Obviously, you are revered if you know more than everyone else, right? Right?!

Ken Blanchard says that when people get caught up in their ego it erodes their effectiveness. The combination of false pride and self-doubt gives a person a distorted image of themselves. The result is a very self-centered and self-driven world where you are simply a tool to reach their purpose.

To communicate with the ego-driven person, focus on providing facts. Offer solutions, Give alternatives. Offer cooperation or invite participation. Avoid anything that would seem like a personal attack or assigning blame. Give appropriate compliments. That will help keep the ego-driven person from reacting emotionally.

If you are on the receiving end of communication from the ego, focus on the facts of what they are saying. Ask questions. Don’t allow the strong emotional content to overwhelm you. Try to get specific action items and make sure they are fully understood.

8. Insecurity

Similar to ego, when a person harbors insecurities they tend to communicate less. Either they are not sure of themselves, not sure of the message, or both. Not sharing the message is highly preferable to sharing the message and risk the threat of being criticized or reprimanded.

Reinforce that you value them and the information they have. Ask for their opinion and more importantly thank them for sharing the information. The idea here is to make sharing information more rewarding than the perceived threat.

9. Inconsistent Message

We can be as guilty of this as well as be the victim of this. This is especially a critical point for leaders. Your message must be consistent.

Want buy in to your vision? Communicate it consistently and constantly.

Looking to encourage the team to a performance goal? Measure and report it consistently.

That means you need to be sure of what that message is. If you don’t know, neither will they. This is primarily where this becomes a problem. When a leader is not really sure of what the vision is or where the goal should be, it’s tough to communicate that consistently.

Make sure of your message and then be intentional about it’s communication. Have a plan.

10. No Common Ground

For your message to reach an audience, they have to be able to understand how it relates to what they already know. This is the common ground.

Common ground is personal. Find elements of the message they can relate to. If you are communicating a sales goal, relate it to how it affects the organization AND how it impacts them directly.

Who do you remember as a great communicator? What made them great? What would you duplicate if you could in yourself and others?

Share your thoughts here or write me at psimkins@BoldlyLead.com.

And while you’re writing me, ask for a FREE copy of my e-book “12 Skills that Make You an Extraordinary Listener”.

How Old Do You Have to Be to Be an Unhappy Employee?

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When Do Employees Become Unhappy?

How soon is too soon to be unhappy?

We have lots of research on our hands that show that dissatisfied employees lead to less productive employees, lower customer satisfaction, higher turnover, disengagement, lower morale, disintegrating company culture, and … well, you get the picture.

Knowing that opens a lot of questions. Such as, when and where does that start? No one wakes up one day and over their Triple Venti Half-sweet Non-fat Caramel Macchiato decides that starting today they will be unhappy at work.

Is it just the older workers? Is it these millennials? Is it the whole crew? They were all disloyal, every one of them! (doing my best Humphrey Bogart there).

Before we address that, let me give you a little perspective.

Promises Made

You may remember that feeling you had when you first graduated school. Around 1985 that was me – somewhat. Vaguely fresh out of college will that confidence that all the wonderful education I just got fully prepared me to conquer the world in whatever I chose to do.

I accepted a position as a management trainee with a furniture rental company. It was an 18-month program where I was to train in every phase of store operations. After the training, I would then become an assistant manager in one of the nationwide stores. That was the promise.

Promise Broken

Come 18 months later I am still where I started in credit and collections. I did not get exposure to every phase of the operations. I managed receivables and reduced past due accounts. I wasn’t stuck there because I wasn’t good at it – quite the opposite. I was stuck there because I was very good at it. I took the store from worst to first in the company in receivables with the lowest past due percentage.

But I didn’t sign on to be a collections person.

Be a Team Player

When I spoke with the general manager that they weren’t keeping their end of bargain, I was told I was there because they needed me there. Regardless of whatever promises were made, I would stay in collections as long as I was useful there and I needed to be a “team player” and go along. You ever notice how controlling people use that against you?

So, I became increasingly unhappy. My attitude changed. My performance sank. Receivables became to climb again to unsatisfactory levels.

I was given an ultimatum. I had 30 days to bring things back where they were. An impossible task but I tried. My heart wasn’t in it, however, and I fell short. I was fired.

I was 26.

Is 35 Too Early?

It’s one time I am not proud to be ahead of the curve. Very few become unhappy in the work in their mid-20s – unless they are generally unhappy anyway. Yeah, they exist.

According to a recent study cited in Bloomberg News, many start hating their jobs at age 35. That is about the age of the earliest Millennials. But it doesn’t stop there, It also includes Generation X and late Baby Boomers as well. The study showed that groups older than that also became increasingly unhappy in their work.

Was it because their job sucked? No, it was because their workplace sucked. One interviewee for the study reported that they felt “performance managed to death” and they were unappreciated and unloved.

One in Six Are Discontented

The survey showed that 1 in 6 in the 35 year old age range reported feelings of discontent, about half as many as those of younger. Explanations varied but centered on lack of appreciation from their boss and a lack of friendly relationships at work. Older employees, usually in the 50 year range, said they felt they were being pushed aside for younger employees.

The problem, then, appears to be cross-generational and cross-cultural. If the problem isn’t Millennials and it isn’t an ethnic culture and it isn’t work ethic, where does the problem lie?

Ten Reasons People Hate Their Job

Author Liz Ryan writing in Forbes Magazine says the top 10 reasons hate their jobs are:

They are not respected.
Management fails to equip them properly for the job.
There is a lack of consideration for their personal life.
Their boss is a tyrant.
They are tired of being lied to.
It’s hard to believe their boss will do the right thing.
Politics in the workplace make it unpleasant.
They feel underpaid and overworked.
Employees feel they are making no progress, both in their careers and projects.
The employee must be constantly on alert because the wrong word or action sends them out the door.

When employees experience these feelings they become unhappy. And we already talked about where that leads.

Solving the Unhappy Employee

The critical question becomes what to do about it? They are unhappy and that downward spiral is ahead. How do I make them happy?

You don’t. Happiness is not your job.

You can, however, create an environment in which an employee can create their own happiness or at least enough satisfaction to become productive again.

Three Ways to Help Employees Become Happy

Have a One-on-One Conversation.: It’s not a time for a reprimand or “counseling session” or even a coaching session. It’s time to ask questions and listen. Discover what is creating the discontent or unhappiness. Don’t argue the points or try to counter. Just ask probing questions and listen. If you are stuck with probing questions to ask, simply use something similar to “That’s interesting. Tell me more.”
Regular Check Ups: Set a reminder on your calendar to follow up with the employee every week for a few months. Simply check in and see how they are doing. What’s new and what’s changed. The follow up is critical because it goes a step beyond the standard. Think about it. How many times have you had a meeting and nothing came out of it and nothing happened. It’s important you don’t let that happen here.
Catch Them in the Act: Intentionally try to catch them doing something good. Excellent work, a great attitude, over the top cooperation with a team. Anything they can do well that you can notice. Remember that one of the things that made many people unhappy with their jobs was a lack of appreciation.

What jobs did you have where you started off well and grew unhappy with it? How did you handle the change? What do you do with a unhappy employee now?

Share your thoughts here or email me at psimkins@BoldlyLead.com.

OH! If you email me you can also get a FREE copy of my e-book 15 Innovative Ways to Show Employees You Care Without Breaking the Bank. it provides some excellent proven methods for creating connections with your employees at minimal or no cost. If you want to start building engagement, you want this book to help establish those channels of caring.