Never before have so many people been connected across industries, generations, cultures and across borders in a global network. With 1.5 billion people on-line, (yes, “b” for billion), the number of connections continues to soar.
Ironically, in light of all of these connections, a recent survey identified that employee engagement has dropped 9% (among all participating employers) over last year and for top-performing employees, its’ plummeted close to 25%. Given the cost-cutting initiatives that were witnessed in 2008/2009 and the increasingly toxicity in many workplaces, it reinforces the critical imperative for people, leaders and organizations to action.
There are a number of actions that leaders can take to improve the quality of connections and the connectivity across many boundaries. But if first requires a reality check into the behaviors that may be placing your connections at risk today.
Of the following two lists, which one best describes the behaviors in your department, division or workplace?
List A
- People manipulate or distort facts.
- People withhold information and hoard information.
- Information is filtered before going to decision-makers.
- Low energy level.
- People are involved in the blame game, scape goating, (especially of new employees), discrediting others.
- Who gets the credit is most important.
- Taking credit of other people’s ideas is common place
- Mistakes are covered up or covered over.
- High-performers are restrained from making process improvement or must go through many approval channels to implement.
- Leaders behave like they’re “superheroes”; coming in for the rescue (when they may have created the chaos).
- Meetings focus on appeasing leadership and real dialogue or healthy debate is considered “undiscussable”.
- People are corrected or ridiculed in front of others at meetings.
- Ideas and creativity are stifled.
List B
- Straight talk and confronting real issues is expected.
- Highest ethical standard and excellence is the norm.
- Leadership is accountable and rewarded for cultivating talent.
- Information is openly shared.
- Employee receive the appropriate resources, tools and communication to complete their jobs satisfactorily.
- People share credit abundantly.
- Talent is deployed for the success of the organizational mission and not by current department.
- People feel the energy and momentum ~ understand the strategic direction of the organization, division and department.
- Bullying behavior is not tolerated by leaders, employees, customers or vendors.
- Customers have deep connections with employees.
- Customers repeatedly show loyalty and high satisfaction rates.
- Customer feedback sites are highly encouraged.
At the center of our connection points lies a trust factor. Either this trust factor is gaining high interest or carrying a heavy tax burden. Improving the trust factor will require many organizations to make some tough decisions along with a deep resolve, relentless focus and discipline on building higher trust dividends. The reward for this commitment will be worth it!
We too can play a key part in restoring and building trust. Join us next time for continued discussion and please share your thoughts that may help others learn more on this topic.
And for those of you who found yourself on List B, what thoughts do you have about speeding trust even further?
To get more information on developing tomorrow’s great 21st century workplace, call us toll-free at 877.628.FUSE or drop us a line at judy@theinfusiongroupllc.com
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