Currently, I am running a training programme for a regional telecommunications company (telco). The sessions are really empowering for me because I have a group of brave and vociferous participants. They challenge me and spur me to think.
This type of engagement is the best for any organisation.
In many workplaces, bosses do not appreciate being questioned. They make platitudinal statements, saying they have an open-door policy or that "you will be heard" but in reality, they don't want you say a thing. They'd rather you just "pipe down and do as you are told".
This is terrible. It is an archaic outmoded philosophy at workplaces. It feeds on insecurities and creates a fearful toxic environment at work. But so many employers still think like this.
Bosses believe that they have to be heavy-handed and their employees are in need of direct intervention at all times. Many still lead like authoritarians. They hardly collaborate with their teams and very little consensus is obtained when decisions are made.
In a sense, I understand why. Leaders tend to shape the direction of the organisation and they, arguably, have the most to lose if a project or the company falters. So, they like to "drive" their people.
Unfortunately, adults are self-directed learners. We do not like to be constantly micro-managed. When we have bosses who hover over us and insist on giving us little or no autonomy, our performance ratios come down.
Leaders need to be able to listen to their team without immediately labelling people who question their decisions and actions as troublemakers or subversive employees.
This is why I am enjoying the training programme I am running with this telco. The participants are not being "sheep-le" who hang on to my every word. Instead, they ask questions, seek clarifications and challenge me.
When I am able to offer insights and thought-through responses to those who ask questions, a conducive learning and growth environment develops. I am happy for them but even happier for myself. I get pushed to think deeper and reflect on better solutions to their issues.
If leaders of organisations cultivate this kind of mindset, where they believe the people they hired have an opinion and are specialists in certain areas, they become cultivators of high-performing teams.
Employers, ultimately, want team members who can solve problems. A survey done by the National Association of Colleges and Employers (NACE) in the United States a few years ago showed that hiring companies gave an 82.9 per cent of importance to this.
If you want your team to solve operational and structural problems in your company, it is vital that you give them the space to speak, ask questions and challenge ideas. If not, you will get foot-soldiers who just do as they are told, with no ability to solve issues.
What does your team really want?
Multiple studies indicate that while salaries are not the biggest motivator for an employee, everyone wants to be paid what they are worth. You need to match expectations.
My recommendation is that you must know market rates. Then, list out your priorities, and be transparent with your entire team on what you will pay, in return for them fulfilling your expectations.
Aspirational earning is a motivating tool and, so, declare what everyone is earning. And, if there is a wage disparity, you better be clear as to why you have chosen to pay someone more. The only acceptable justification is if you can demonstrate clearly that the people you pay more actually do and achieve more.
Proper health insurance is next on the list. The worldwide Harris Polls organisation did a research for Glassdoor, a website where workers anonymously review companies and their management.
It revealed that employees ranked this as the highest benefit they need. It's an investment worth making to incentivise your team.
Third, is to help the staff with their work-life balance. Deloitte's global survey on employee needs placed this almost on par with salary.
This is the reason why Amazon.com offers a 30-hour work-week for its team, and Airbnb gives employees a US$2,000 stipend annually just to travel.
Next is opportunity for advancement. Your employees need to know where they are heading. If you do not offer a clear growth pathway, they will not stay. The millennial generation is especially keen on this. Create a development plan for each of them. This will keep your team motivated.
And finally, you need to infuse your employees with a sense of purpose.
Definitive research by the Centre for Workforce Development at Rutgers University shows that 50 per cent of millennials would take a pay cut for work that matches their own values.
This generation seeks to work for companies that are socially responsible and place great emphasis on having a positive impact on society.
So, learn to allow your team to ask questions and understand their motivation, before you expect them to deliver results for you.
The views expressed in this article are the author's own and do not necessarily reflect those of the New Straits Times
