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Organizational development articles on topics like change management, human resources, transformational leadership, customer service and more.

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27 Aug 2015
Sticky Post By Posted in Leadership Articles Permalink

Leadership Follies – What’s In A Title?

Sticky Post By On August 27, 2015

There’s an odd trend going on in way too many companies these days: giving employees new titles – without changing much else. Time and time again, this results in all sorts of dissatisfaction, dissent, losses in productivity, and huge blows to company morale.

What are these companies doing wrong?

The typical rollout of these changes is sloppy at best.  I recently worked with a client who made some very critical mistakes. In an effort to create some leadership roles, some employees were given a new title with the word “senior” attached. There was no change in pay, and no change in responsibility or reporting structure. The change was restricted to a title only – and people hated it.

For the employees granted this “senior” distinction, there wasn’t really any incentive to be happy about the change – it came as a surprise (which means that they weren’t at all involved in the planning stages), and without an increase in wage or clout, it came off as ultimately pointless.

For the rest of the staff not given this “senior” title, the change was downright offensive. They were given no reasoning for who received the new titles and who didn’t, they weren’t warned about or walked through the process, and because there wasn’t any real structural change, not getting the new title felt like a slight.
 

For everyone involved, there was no clear benefit.
 
But here’s the real problem: these unfavorable reactions actually served to reduce productivity and company morale because these employees, whether they got the new title or not, were distracted and confused by the change. It gave them something to worry about, to be angry over. It made them reconsider their roles within the company.
 
And while all of this is happening, the actual work that needs to be done suffers tremendously.

In trying to establish some leadership, this company managed to undermine their own goals – and show themselves as fairly incapable leaders in the process. They learned a few valuable lessons about change:
 
–       It has to serve a measurable, explainable purpose
–       It can only happen successfully with the support of the employees themselves
–       Failure to recognize these necessities will almost certainly make existing problems worse
 
Don’t run these same risks in your business. If you’re going to implement a change, make sure it has a tangible goal behind it, and make sure you’ve got the support you need to make it stick.

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

27 Aug 2015
Sticky Post By Posted in Leadership Articles, Organizational Change Articles Permalink

Clinging To The Past

Sticky Post By On August 27, 2015

Somewhere along the way, most of us developed some kind of identity. Whether it was through a social group, and achievement, an activity, or any of a number of possible avenues, people tend to have a certain framework for how they see themselves.
The same can be true for companies – somewhere along the timeline, an identity was established, and just like people, that sense of identity has a way of perpetuating itself.

While this isn’t necessarily a bad thing, what happens when that identity is challenged, or needs to change?


Far too often, an identity is held so closely that it becomes a barrier to progress and growth – but why? What are people so afraid of?

For some, it might be some sense of past glory, of holding on to a time when they felt on top of the world, and the thought of facing a new reality is too much to bear. For others, it may be a sense of embarrassment, that they’ve established themselves in a particular way, and they assume that they will be frowned upon by their peers for deviating from familiar patterns.

These social shortcomings can be reflected throughout a business as well, when those in leadership roles feel that they can’t change a company’s identity for fear of scrutiny or refusal to admit that times have changed.
 
But change is akin to growth for both businesses and individuals. Adapting to new circumstances, moving into new markets, rolling with the punches, and rising to challenges are all part of the process. When companies (and the people who operate them) are not willing to adapt, they are stunting themselves and any potential for progress.
 

Changing parts of an identity is scary – and understandably so. It takes courage to admit that you didn’t have it all figured out, that your old ways aren’t necessarily applicable today.
 
We have this tendency to hold onto our past selves as if it were some kind of lifeline, instead of seeking to grow into the realities we face moving forward. This is both counterproductive and counterintuitive. For the strongest identity (for both individuals and brands), we can’t be afraid to reevaluate and restructure to reflect our current understanding of the world.
 
Is there a more admirable identity than being adaptable to change?
 
The lessons learned and characteristics formed in the past are certainly an important part of any identity, but clinging to them too closely does little but make a relic of a person or company, and leaves absolutely zero room for improvement.

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

27 Aug 2015
Sticky Post By Posted in Leadership Articles Permalink

The Most Important List For Leaders, Managers & Employees

Sticky Post By On August 27, 2015

In our blog-driven, online world, list-based articles are everywhere. Search for just about anything and you’ll come up with dozens of “X Reasons for Y” and “X Things to Incorporate Into Your Business.”
 
All of these lists are telling you some arbitrary number of ways to boost profits, to engage employees, increase productivity, whatever – but what makes them the “top” reasons? What scales are we measuring against? Who decided these were the best?
 
Sure, these lists are interesting, and provide all sorts of great starting points and ideas for positive change. They can even introduce new principles that the reader may never have thought of, but there are still a couple of massive shortcomings.
 
If these lists were effective, why does Gallup still report that 70% of US employees are “not engaged” or “actively disengaged” at work? There’s an obvious gap between information and its intended goals.
So what are these lists missing? How about a list!?!

1. Action
 
A list of a dozen weight loss tips isn’t going to going to get you to the gym or making healthier food, just like a list of ways to boost engagement isn’t going to walk you through the steps of rolling it out to your company. You’d be expected to find a different list for tips on getting into action!
 
2. Complexity
 
This is pretty directly related to #1 – our culture demands that we boil things down into these easily digestible lists, and in doing so, we remove all the space necessary for detailed explanation, for useful information about turning tips into real practices.
 
Real life is way more complicated than any Top 5 list will ever lead you to believe. Those tips won’t work for everyone, and even if they did, the topics are so quickly glossed over that the takeaway is a snippet at best. Assuming that some predetermined, “best” list is going to solve our problems is both foolish and dangerous. It lulls us into thinking that dealing with people and solving problems is easy.
 
It most certainly is not.
 
Human beings, the businesses they run, the groups and habits they form, and all of the other things that these lists try to simplify are terribly complex, and that’s also the source of our greatness.
So what can we do?
 
Well, there certainly isn’t a simple answer (and if you were expecting one, that’s the damage that “list” articles are doing right there in front of you…), but maybe understanding that is the first place to start.
 
We’ve got to stop compartmentalizing and stripping down. We’ve got to embrace a little complexity and start looking at the dynamic relationships between multiple causes and effects. There’s no way that the “Top 10 Reasons” for one company are going to work for another, at least not exactly. Once we can start to realize that blanket solutions and easy fixes are nothing but pacifiers and pipe dreams, maybe we can actually get some work done.
 
Let’s stop breaking things into lists of their simplest parts, and instead challenge ourselves to understand the complexity.

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

27 Aug 2015
Sticky Post By Posted in Leadership Articles, Organizational Change Articles Permalink

Maybe WIIFM Is Wrong

Sticky Post By On August 27, 2015

Could the emphasis on What’s in It for Me (WIIFM) be a contributing factor to the huge number of change initiatives that fail to meet their intended outcomes?
 
Does emphasizing WIIFM convince people that there has to be something in it FOR THEM in everything?  Employees, customers, shareholders, etc. look for the benefit to them. But, maybe the benefit will be in their team, family, community, etc.  The notion that every project or initiative has to have an outcome that benefits each person is a recipe for disaster.

WHY?
 
1. People will not be interested in putting effort or making concessions for something that doesn’t benefit them if they’ve been trained to expect something out of each project.  So, if the project you are working on isn’t going to benefit them directly, most people will say “thanks but no thanks”

2. Everyone is looking for the immediate gratification – There are efforts that need to be done that will have long-term benefits but nothing immediately.  Because of the focus on WIIFM patience for longer term successes/benefits is low.

3. People will balk at necessary actions – Sometimes things need to get done because they need to get done and won’t benefit some groups.  But, they will make the company stronger or save it from some calamity (competition, regulation violation, etc.).  But, if you are always focusing on WIIFM then why would someone want to do that?

4. People have a misguided belief that there has to be a WIIFM in everything – It’s not always about you.  In life, we have to make sacrifices and do things that don’t directly benefit us at all.  But they must be done.
 
Of course organizations must take on initiatives that benefit their key stakeholders – employees, customers, shareholders, etc.  But, there are times that for the sake of the business or institutions actions must be taken that don’t have a WIIFM.

GUNS VS. BUTTER

During WWII, Americans rationed everything for the war effort.  It was a concept called “guns or butter”.  Essentially, you could have more guns and stuff on the front line for our troops or we could have ample food, steel, oil, etc. at home BUT YOU COULD NOT HAVE BOTH.
 
The effort that people went through in America (and almost every other country in the world at that time) during that time was for the greater good.  There was not really a WIIFM or at least it was delayed.  But if you look at the wars that have occurred since, Americans have expected guns AND butter.  For the most part, that has not worked well for anyone.  The same is true in organizations.  You can’t always have WIIFM and organizational success.  It can happen.  When it’s possible it should. But, when it’s not, there should be rationale given about:

• The greater good of the organization
• Increase in customers base
• Growth in market share
• Or something else that will benefit the greater good.

(Now, if there is no long term benefit or benefit to the organization AND not WIIFM, than that’s not good either. All those projects/initiatives should be scrapped too)
 
It’s time for us to recognize that projects need to be beneficial but they may not have a “win” for each person impacted and that is okay.  If it’s a win for the organization and the greater good, maybe that is good enough….
 
Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

27 Aug 2015
Sticky Post By Posted in Leadership Articles, Organizational Change Articles Permalink

Leaders – Own Your Impact

Sticky Post By On August 27, 2015

Why do people downplay their contributions? Something about the modern day rat race has turned many employees (and managers) into habitual preservers of the status quo – nobody wants to rock the boat.

The culture has turned from a focus on innovation to little more than survival mode. Restrictive policy, tough job markets, and the less-than-effective middle management have taught much of the workforce (including those in leadership roles) to simply stay in line, follow instructions, and carry on business as usual.

This type of thinking, of course, destroys creative thinking, and prevents progress and fresh ideas in companies of any industry.
 
So what can leaders (and really, every employee) do about it?

The first step is to own your impact.

This means seeing your individual involvement in the task at hand, your department, and your entire company. It means owning up to both your accomplishments and your mistakes, and taking full credit for both.
 
Owning your impact is recognizing the unique contribution you can make to any situation, and understanding that without the bravery to offer up ideas, to propose solutions, or to simply offer constructive feedback on a process or policy, there can never be forward progress.
 
When people lose sight of their own potential for positive influence, they feel impotent – and when policies reward adherence to the rulebook and restrict open mindedness, employees are placed under a huge burden: it takes every ounce of energy to trudge through outdated processes and not speak out against them.

Without a widespread recognition of individual contribution, employees simply become cogs in a machine. Even if they have brilliant ideas, they’ve been trained to squash them – all because it would disrupt the status quo.

So leaders, no matter what industry you might be a part of, own your impact, and encourage everyone you manage to own theirs as well. Recognizing the insight that each member of a team can bring to the table is the first step in generating great new ideas, and ultimately, making changes that improve company productivity and employee engagement/satisfaction.

Empowered employees are happy and productive employees. Impotent and burdened employees are precisely the opposite. Which would you rather have?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.
 

27 Aug 2015
Sticky Post By Posted in Leadership Articles Permalink

You’re Never Too Old To Be Your Dream – Haiku Deck

Sticky Post By On August 27, 2015

DO WONDER IF YOU’RE TOO OLD TO PURSUE YOUR DREAM?

For some reason we are conditioned to believe that as we grow older the likelihood of us branching out or trying things that we might have always wanted to becomes more limited. What if that wasn’t true?


You are never too old to be your dream – Created with Haiku Deck, presentation software that inspires

http://www.haikudeck.com/p/uY9W9rB2yp

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

27 Aug 2015
Sticky Post By Posted in Change Management Articles, Leadership Articles, Organizational Change Articles Permalink

Forest For The Trees – Successful Change Blocker #401

Sticky Post By On August 27, 2015

One of the biggest impediments to successful change in any organization is the belief that there is no real need to change. This phenomenon is called “forest for the trees.” It is the incorrect belief that there may very well be issues going on around you, but you don’t need to do anything about them.
 
It stems from the belief that the practices of the past led to the successes of the past.
 
However, it was usually either by mere coincidence or lucky timing that success has occurred. This is true in many industries (e.g. homebuilding, higher education), all with the incorrect notion that it was somehow their doing that success occurred, when, in fact, it was the alignment of many factors.
 
When those factors (like the economy) shifted, they were unable to shift with them. They were so unwilling to update their practices, that even in the face of altering landscapes, they march forward as if nothing had changed. Hence, “forest for the trees.”
 
More specifically – not being able to “see the forest for the trees” is the inability to view the big picture. It happens when people fixate on details, or let their emotions prevent them from seeing a decision or action in a larger context.
 
HERE ARE THREE SUREFIRE WAYS TO HELP WITH THIS AILMENT:
 
1.    Show Reality
 
It is nearly impossible to argue with facts. Although facts can be interpreted many different ways, their certainty is hard to question. When there are fewer customers, smaller market share, or declining sales, it is difficult to argue that those things are not happening. In order for those afflicted by “forest for the trees,” it is imperative that they are bombarded with statistics that show them the reality of the situation, and not be allowed to make assumptions that contradict the data.
 
2.    Make Them Responsible For The Success of The Change
 
Nothing makes people more accountable for the success of a change as when they become personally responsible for its implementation. Sometimes the best way to get individuals on board is to have them “in the trenches” of making changes. With hands-on experience, they will begin to grasp the full scope of the change, and more importantly, see the problems of the “old way” first hand. Ideally, this experience will help them understand the necessities of the change, make them all the more likely to get on board.
 
3.    Let Them Prove You Wrong
 

The mark of a true leader is a willingness to be incorrect.
 
To truly test the necessity of a particular change, invite those opposed to it to prove you wrong. In exploring for evidence on why a change does not need to be implemented, it is likely that the “naysayers” will uncover the very evidence supporting the need for change.
 
In the worst case scenario, your employees will prove you wrong, finding solid evidence that a change does not need to happen, and by doing so, they will have saved your company time and money, shown their value and independence as employees, and given you an opportunity to show your commitment to the team by relinquishing your opinion in the face of compelling evidence.
 
Difference of opinion is not necessarily a bad thing at all – especially when we are willing to go the extra mile to collect information and present a case for consideration. Part of maintaining quality leadership is being willing to have an open dialogue with your team about changes – and why some people may be opposed to them. If opposition is strong, it will be to everyone’s advantage to explore the reasons presented, and let the evidence (not the opinions of individuals) do the talking.

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

27 Aug 2015
Sticky Post By Posted in Leadership Articles Permalink

Does Counting Coins Make You More Money?

Sticky Post By On August 27, 2015

Technological advancements just keep on coming, and all the while, we tout them as “more efficient” and “better.” In many ways, though, the technologies seem to only take care of “keep the lights on” tasks, mundane or routine undertakings that once “wasted” precious human time.

Are we really any more productive though? What do these technologies do to our ability to collaborate and innovate?
I recently took a trip to the grocery store with a year’s worth of change, and after about 30 seconds of dumping coins into a machine, I was given a total and a receipt for my 10 kilos worth of coinage. When I was younger, I would bring this same pile of change to the bank, and wait patiently while the teller spent 10 minutes counting it out. During this time, my parents would chat casually with one of the bank employees.
 
While this wasn’t a huge transaction, or even particularly important business for the bank, manually completing the task allowed time for relationships to be built between my parents (the customers) and various bank employees (the business).
Now the automatic coin-counting machine has replaced the teller for this task. Yes, that bit of technology frees up some time for the teller and allows him or her to “get more done,” but at the end of the day, is it really making any more money for the bank?

Getting More Done With Less
 
With all of these technological breakthroughs, most of us are able to be very self-sufficient in the workplace. We can accomplish dull tasks more quickly and more accurately than in years past. With that tech-based efficiency, however, we’ve adopted this idea that the same amount of work can be done by fewer people – and therein lies the problem. It’s true that technology allows us to be more “productive,” but what are the underlying costs to the organization?
 
A recent client of mine, an information technology group, reduced its team of database engineers from 55 to 45 employees. Because they are exceptional people with state-of-the-art technology, they were able to maintain the same level of customer and project support even with the reduction in staff. There was no noticeable drop off in performance or reliability. There were, however, some unintended consequences:

• The team has little to no ability to take on new projects
• Team member get over 400 emails every day, and that’s not including phone calls, instant messages, and texts
• Career development is stagnant – not intentionally, but because there is no time to dedicate to it
• Database interruptions, though rare, now take almost 30% longer to resolve

While the current workload wasn’t impacted, the reduced workforce left zero bandwidth available to take on anything outside of their narrowly defined roles. Customers were mildly disappointed in this lack of expandable service, and other IT teams found the group difficult to work with – because the level of stress (with no prospect of relief) has the team stretched tight like a drum.
 
Now What?

Instead of looking at how to get more done with fewer people, organizations need to start asking themselves, “what’s best for the company?”

In an emergency, sometimes layoffs can’t be avoided, but it’s worth considering that a team with adequate resources and enough members is far more capable of scaling to meet demand. When every member of a workforce is operating at maximum capacity, there is no room for additional polish on a task, no room for an expanded market share, and perhaps most importantly, no time to devote to solving problems and innovating within the company itself.

Instead of looking for ways to do more with less, companies should simply be look at how to do things better. The push to “increase productivity” is a false measure of success, because efficiency is not necessarily akin to quality. Productivity is not just accomplishing more with fewer resources, or in less time, but rather the collective result of taking on greater workloads, improving efficiency, and delivering a higher quality result at the end of the process.

There is an assumption that technology has made organizations more productive, but is this really the case?

They may be able to get the same amount of work done with fewer people, but what about taking on more work?

What about coming up with innovative solutions to customer issues? What about fostering relationships?

At what point does squeezing efficiency out of a company become strangulation?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

27 Aug 2015
Sticky Post By Posted in Leadership Articles Permalink

Do Managers Stop To Look In The Mirror?

Sticky Post By On August 27, 2015

Why do some people in leadership roles feel the need to manage with fire and brimstone? Is there a benefit to this iron-handed method of establishing dominance and letting everyone know “who’s boss”? Is it all just posturing for the power hungry?

This type of leadership is both an abuse of (perceived) power, and frankly, awfully ineffective. A real leader derives authority naturally, not from a title or a position.

What would happen if managers took a step back to examine how others see them?
 
They might realize that fear and subservience do NOT equal loyalty, and leading from a place of dominance (instead of encouragement or collaboration) only yields the bare minimum effort, and worse, fosters disdain and dissent.
 
If team members are supposed to be the ones getting all of the work done, driving solutions and coming up novel ideas, what does it say if the leader doesn’t seem to care about the team?
 
People in leadership roles of all kinds should constantly be aware of how they are seen. Do your team members look forward to your presence, or duck out of sight when they see you coming?

Leaders are supposed to pull the best work from their teams through inspiration and motivation, not through intimidation and the crack of the proverbial whip.

What is the best example of leadership you’ve seen in your organization? 
 
Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

27 Aug 2015
Sticky Post By Posted in Leadership Articles, Organizational Change Articles Permalink

3 Steps To Simple Employee Centric Organizational Culture

Sticky Post By On August 27, 2015

It’s wordy and sounds a lot like an organizational structure that involves an obsessive amount of hand-holding.
 
You hire your employees hoping that they will get the job done fast, efficiently, and without you having to stand over everybody’s shoulder. In many cases, worrying about customer retention and satisfaction is a huge part of any employer’s day.
 
But what about employee retention?  
 
One of the easiest ways to promote productivity and excellent customer service is by creating an organizational culture that is employee-centric. Plain and simple: creating a team of employees that feel appreciated and motivated will propel your business into new and exciting territories.
 
1. ORGANIZATIONAL CULTURE STARTS WITH A TEAM OF ALL-STARS
Employee-centric businesses hire with extreme caution. As the resumes start pouring in, they take time to find someone that is not only qualified, but that seems to exhibit the values of their company, products, etc.
 
Find your team of all-stars.
 
When interviewing a potential employee, consider the following:
• Will this person contribute positively to our work environment?
• Does this person understand the underlying values of our company?
• Will this person be easy to work with and to motivate?

2. DEVELOP COLLABORATION & EMPLOYEE APPRECIATION
Employees want to know that their ideas matter. Does that mean that every potential “what if” will make it to the drawing board? Probably not.
 
But letting employees branch out and work on teams to develop existing ideas could lend a much needed fresh perspective. Your employees should feel comfortable coming to you with suggestions for improvements.
 
When your employees do something extraordinary, make sure to compliment them on the spot. There are plenty of ways to let your team know that they are appreciated. While it may seem most helpful to focus on areas of improvement, taking time out of your day to let people know what they are doing well will inevitably reform even your weakest areas of performance.

3.  KEEP EMPLOYEE MOTIVATION HIGH!
Figure out what motivates your employees.
 
Beyond the obvious bonus, are there ways you can encourage and challenge your workforce? Would coffee on Monday mornings make the beginning of the work week more bearable? Does a certain employee want to try out a different department or educate themselves regarding a different aspect of your business. If it is something you can accommodate, why not give it a try?
 
Obviously, every company will have to find their footing when it comes to creating a healthy and employee-centric organizational culture. Reassesing company values is always a good place to start. When you find a positive and hard-working employee, find ways that will motivate them to stay. Happy employees will create a happy business and happy businesses tend to be successful businesses.
What motivates you to get to work and do an awesome job? What are some ways in which your company could improve its retention?
 
Jeffrey Fermin is Officevibe’s cofounder and is in charge of all marketing efforts and business development for the company. Jeff has the pleasure of engaging with the Officevibe community where he talks, tweets and blogs about company culture and employee engagement. Reach him @JeffFermin

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