Of Engagement Surveys

My organization recently released the results of our annual survey.  Good participation rates, decent scores, though down in some areas.  Given the last year included a lot of internal shuffling, not to mention some position cutting, it shouldn't be a surprise.  The results include a slight dip in overall morale and engagement.  Slight, but nothing drastic.

Survey results are reported out at the highest level, but then drilled down by business leader to create action plans and hold discussion on how to improve scores.  These things are planned regardless of the results.  Overall, I applaud the intent behind this work.

What the survey doesn't reflect is the trauma that people go through in a year of this nature.  I've seen hushed conversations in corners when the leader met. I've seen teammates fighting back tears at their desk after someone else is let go.  I've seen rifts between employees and management that quietly fester, but are never vocalized.  How do we address something like that?  Dr. Demming would point to the respect for people that was at the center of his work, and tell us that must be the center of our work.  Easier said than done in the economic turmoil through which we've come.  Hopefully we've learned from it, and can begin working our way back.

Why Do We Wander?

At some point in your career (hopefully), you'll get a call from a recruiter for a job that intrigues you.  And you'll listen.

It has little to do with desire to change jobs or engagement.  If you are attractive enough to get a call (and even more, and interview), you're doing something right.  Good work, results, and enough positive press to get attention, even if you generate it yourself.  That generally means the work you are doing is meaningful to you, you are having success at it, and you are being acknowledged for it.

So why do we wander?  Is it that recruiters are so good at their pitch, we have to listen?  Maybe some.  Is it that we are secretly miserable and hoping the next call will ask us to be the new GM of the Padres?  Doubtful.  Are we just too darn polite to hang up the phone?  As likely as anything.

But the reason people listen is because of ego.  It feels good to be wanted.  If feels nice to have someone you don't know call you up and say "I want you on my team!"  Even if you feel engaged and valued in your current job, it's nice to hear it from someone else.

So how do we combat this with our own teams?  An easy answer is to make sure your stars are getting the respect and recognition from someone else besides you.  Another level up is good, but a leader in a different function or location, who has very little contact with them, can make a huge impact just by saying "I've heard about the work you're doing, and it's great!  Glad you are on our side!"

It's ok to let them wander.  Just make sure they are wandering close to home, and they come back at the end.

The number one job...

...of a leader is to keep promises
None of us can accomplish much on our own. Employees, employers,
customers, vendors, investors all rely on us to keep our word. A
sinplistic way to look at it, to be sure, but that doesn't make it
less true.
I have seem great teams fall apart because a leader makes unrealistic
promises (or worse, very realistic ones) upon which they failed to
act. Even failure to deliver can, at least somewhat, be forgiven when
the effort to fulfill those promises are made.
Be candid, be clear, but most of all be committed to delivering on
promises made.

Diversity vs. Inclusion

Worked with a team last week to brainstorm policies that promote inclusion. The discussion went in an unexpected (but very interesting) direction. But the question we first dealt with was the difference between inclusion and diversity.

Diversity is generally seen as compliance with US requirements along the lines of Affirmative Action Planning, or about making sure you recruit and hire people of different backgrounds and ethnicity.

Inclusion, as we discussed it, is more about making sure all those disparate and "diverse" individuals are turned into a truly blended workforce, and are able to work together as a unit. On a macro scale, it is about everyone understanding the direction of the company and how each business unit contributes. At a more micro level, its about how each individual plays a role in getting there.

How does your organization define diversity and/or inclusion? Are you making progress on both fronts, or do regulatory requirements alone drive your actions?