Five Tips For Keeping Your Talented Team Satisfied

An interesting survey carried out by market research firm Ipsos in 2022 found that around 76% of employees were satisfied with their current jobs. However, the same survey found that 58% were either actively looking for new positions or were open to new opportunities.

What this shows is that many people are actively looking for improvements and meaningful changes in their current working situations.

As managers, what does this mean for us? What can we do to ensure our teams are fulfilled and willing to contribute their best efforts to the roles they are playing? Here are five tips:

1) Put quality of life as a priority for team members

Yes, compensation is still important, but be aware that employee well-being and other benefits play a vital role in the overall satisfaction of people in the workplace. You want to ensure you understand what team members value most in their jobs. Dan Pink wrote that, after the key issue of compensation was dealt with, the three main drivers of motivation are a) Autonomy (having the ability to do the job in the way they want to do it), b) Mastery (the ability to get better at doing stuff), and c) Purpose (Working for a company that has an inspiring reason for existing, so people feel they want to be part of something bigger and better)

2) Agile working practices

People have emerged from the pandemic with different priorities and a changed perspective on what ‘work’ is about. We need to assess what these changes are for our business and its implications for future work.

Companies that have become more agile in their processes will attract the talent needed to take them onto the next level of competition, so think how you are embracing agile thinking in your areas of responsibility

3) Encourage autonomy and flexibility

Another way to keep your team engaged and satisfied at work is to encourage autonomy and flexibility. You can do this by giving them the freedom and responsibility to make decisions, manage their time, and choose their work style and location. Autonomy and flexibility help your team members feel empowered and trusted and allow them to work in a way that suits their preferences and needs. They also help you promote innovation and creativity and adapt to changing circumstances.

4) Build opportunities for career progression

The younger generations (generically speaking) have a much greater emphasis on where their job is taking them, career-wise, than previous generations. Think of this as ‘progression’ rather than just ‘promotion’. Being able to assist team members in their development and growth will not only help them, but also you as a department and company. The ‘power skills’ that will be needed in the future include things like quality communication, leadership, critical thinking, agile thinking and problem-solving. The more you immerse your teams in these key future skills, the greater their propensity will be to see their futures at your company, rather than having to move on to achieve them.

5) Build relationships and culture

A fifth way to keep your team engaged and satisfied at work is to build relationships and culture. You can do this by creating opportunities for social interaction, collaboration, and fun, such as team meetings, events, or activities. You can also foster a sense of belonging, identity, and purpose, by sharing your vision, values, and stories, and by involving your team in decision-making and problem-solving. Relationships and culture help your team members feel connected and engaged and create a positive and supportive work environment.

Managing teams is difficult work.  It requires commitment to the team and being both intuitive and a good listener.  It requires excellent communication skills, and a lot of patience. By focusing on employee retention, organizations can achieve increased performance, higher motivation and improved outcomes.

The Five Levels of Leadership: Proven Steps to Maximize Your Potential

Around 83% of companies acknowledge the importance of leadership in their organization. Now, that is a pretty high percentage! It means that almost all countries across the globe know the relevance of leadership in organizational success.

But knowing is one thing, and implementing is another. Most companies are unsuccessful in developing compelling leaders in their organizations. It is because finding the right leadership style that fits the culture of the company and the employees is no small task. 

It's high time we took a closer look at the concept of leadership and analyzed it from a different angle.

Many recognize John C. Maxwell as a renowned educator. He was also a leadership specialist, lecturer, and author. His bestseller book "The 5 Levels of Leadership: Proven Steps to Maximize Your Potential" was a major contribution to HR and the world as a whole.

Maxwell’s model takes leadership to five different levels, each representing a new standard of influence and impact. These are my interpretations of each step.

Position (Level 1) – Leadership starts with your title or role. In the promotional products industry, having a management title is just the beginning. But Maxwell is clear – just being the “boss” won’t take you far if you don’t move beyond this level. At this stage, people follow you because they have to, not necessarily because they want to.

Permission (Level 2) – Leadership grows through relationships. This is where it gets interesting for those of us in promotional products, where strong relationships with clients, suppliers and team members are essential. Maxwell emphasizes that at Level 2, people follow you because they trust you and respect you – this is where real leadership starts.

Production (Level 3) – People follow you because you deliver results. In our industry, where deadlines and creativity drive business, this is huge. Leaders at this level inspire their teams by showing that they can achieve goals, hit targets and get the job done. Maxwell explains that the best way to motivate people is by setting the example – something that every promotional products leader can relate to.

People Development (Level 4) – Great leaders help others become leaders. This level is critical in an industry where things change fast, and team development is key to staying competitive. Maxwell explains how investing in your team not only boosts their growth but also strengthens your entire organization.

Pinnacle (Level 5) – The highest level is about creating a legacy. This is where leaders become truly transformational. In the promotional products industry, this might mean building a business culture that thrives even after you step back. Maxwell’s insights here are about leaving a lasting impact that continues to shape the business and industry for years to come.

If you want to become more than a boss, whereby people just follow you because they have to, you’re going to need to master the skill of inspiration, whilst investing your time and attention into being the best version of you, you can be.

To be a stronger leader, you must produce results and build a team that is engaged and high performing.

To get to the next levels of leadership, invest your time in developing others, so they can be the best leaders they can be. If you are dedicated, skilled, and determined enough, then you can become a leader of the highest caliber.

By following the 5 levels of leadership, John C. Maxwell shares insight into how to pragmatically become a successful leader, and how to teach others to do the same – to reach the 5 levels of leadership.

Lean Quote: The Best Leaders Have a Servitude Mindset

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"It’s not about you. It’s about them."   —  Clint Eastwood   

The very best leaders I have ever been around have this type of ‘servitude mindset.’  They realize that their team and their customers are the most important part of the business.  They realize that they would not have a job if not for the their team and the team serving the customers.

A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. While traditional leadership generally involves the accumulation and exercise of power by one at the “top of the pyramid,” servant leadership is different. The servant-leader shares power, puts the needs of others first, and helps people develop and perform as highly as possible.

Leaders are nothing without people. Put another way, people will make or break you as a leader. You’ll either treat them well, earn their trust, respect and loyalty, or you won’t. You’ll either see people as capital to be leveraged or humans to be developed and fulfilled. You’ll either view yourself as superior to your employees, or as one whose job it is to serve them, learn from them, and leave them be better off for being led by you.

The best leaders don’t put people in a box – they free them from boxes. Ultimately, a leader’s job isn’t to create followers, but to strive for ubiquitous leadership. Average leaders spend time scaling processes, systems, and models – great leaders focus on scaling leadership.

The results of servant leadership are exponential: by leading as a servant, you multiply success and satisfaction — personal and professional, for you and your colleagues — above and beyond the limits of traditional leadership outcomes.

Top 7 Qualities of Good Modern Manager

We’ve all worked for bad managers, and most of us can remember how it made us feel. Some of us have even left a role or the organization itself as a result of bad management. In fact, studies show that “seven in 10 U.S. workers say they would leave a job if they had a bad manager.”

Here are seven qualities that will improve your ability to manage and become the best you can be:

Connect the Work to the Vision

Everyone wants to feel like they are part of something bigger than themselves. Help your employees understand how their individual contributions support the company’s overall success. Validate their concerns and empower them to make decisions that are in the best interest of the organization. Listen to their ideas and suggestions for improvement.

Communicative

Being honest and transparent builds employees’ trust in management. Managers need to be open with their employees, and that openness should go both ways. Good managers give honest feedback and are open to feedback in kind.

The best managers also know how to communicate goals and expectations to employees to ensure that everyone knows what’s expected of them. And don’t forget, half of communicating is listening—the best managers listen to their employees and respond thoughtfully.

Engaged in Your Work

You can’t expect your employees to be engaged at work if you aren’t. This means demonstrating not only a passion for the vision and for the work, but also for your employees. Meet with them regularly, both as a team and through regular 1:1s. Get to know them as people. Learn their goals and desires, as well as their strengths and weaknesses. Show up for them and they’ll show up for you.

Calculated Risk-Taker

It will be impossible for you to thrive in the next normal if you are risk-averse. As Mark Zuckerberg said, “In a world that’s changing so quickly, the biggest risk you can take is not taking any risk.”

Those risks have to be compatible with the type of world you live in, naturally. You have to be well-prepared, composed and focused, so that the decisions you make stand the best chance of being right.

Empowering

As a manager, it might be tempting (and sometimes easier) to just do the work yourself, but that’s a temporary fix. Great bosses don’t control; they coach. This means providing feedback on a regular basis, developing your employees’ problem-solving skills, and setting broad goals while giving your team room to figure out how they’ll achieve them. Managers don’t need to have all the answers. They need to set up appropriate challenges for those they supervise so they can try new things and learn.

Fostering Psychological Safety

For innovation to happen, team members need to feel safe and trust that the other members of their team have their back. That goes for their manager, too. This can be achieved by role-modelling the kind of behaviors that generate trust, such as encouraging debate, allowing people to express their opinions and share ideas, and allowing people to make mistakes and learn from them.

We are living in a time of constant change and, some would even say, constant crisis management. Making your people feel safe through this ambiguity is a key skill to develop in managers.

Future-focused

Of course, you have to concentrate on what has to be done today to get the jobs and projects completed. But you have to balance day-to-day operations with the big picture. Taking time to reflect can set your team up for success. We need to be able to take strategic pauses to separate the signal from the noise, make connections we might not have made in the moment, and prioritize how to move forward. Assessing how things are going at regular intervals and thinking through the most efficient way of doing things. For instance, a new manager might spend time getting to know their team and learning about what they do before optimizing operations.

Good management skills take time and effort, but they are worth the trouble. A good manager can make a real difference in employee engagement, loyalty and productivity. This is a win-win for both the organization and the individual employees.

Four Levers to Increase Employee Motivation

Employee motivation is an integral part of performance and excellence for a business or company. No magic can replace the efforts your staff put in the company, as they are the centerpiece of the organization. Their attitude and diligence in duty ensure that everything flows daily.

Being self-motivated is an important quality to have in the workplace. It means that you know exactly what needs to be done and will do it without having to be asked twice. You may even go beyond what is asked for you because you enjoy your job so much or because you want to achieve success in your career.

Motivation comes from within. Individuals have the capacity to motivate themselves...or demotivate themselves. Leaders can help them see the way by creating and sustaining the kinds of conditions that help them bring their best selves to work every day.

Nitin Nohria, Boris Groysberg, and Linda-Eling Lee developed a model for increasing motivation which is comprised of 4 primary levers:

Job Design – This includes:

• Design jobs that have distinct and important roles in the organization
• Design jobs that are meaningful and foster a sense of contribution in the organization

The culture – This includes:

• Foster an alliance and friendship among co-workers
• Value collaboration and teamwork
• Encourage sharing of best practices

Performance management and resource allocation – This includes:

• Increase the transparency of all processes
• Emphasize their fairness
• Build trust by being just and transparent for rewards and work assignments

The reward system – This includes:

• Sharp differentiators between good, average, and poor performers
• Tie rewards clearly to performance
• Pay as well as your competitors

So, carefully consider and implement these four motivators in ways that work well for your business and you will have the best possible chance of building a truly motivated workforce that will serve you well for months and years to come.

Lean Quote: Leadership in Organizations Need to Embrace Change for Different Results

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"All organizations are perfectly designed to get the results they are now getting. If we want different results, we must change the way we do things."   —  Tom Northup   

Tom Northup's quote emphasizes the need for intentional change to achieve new outcomes. Organizations must be willing to reassess their current structures and practices to drive meaningful results. 

1. Embrace a Growth Mindset: Effective leaders encourage continuous learning, innovation, and adaptability. By promoting a willingness to question the status quo, they inspire teams to think creatively and pursue excellence. 

2. Redefine Organizational Goals: To achieve different results, leaders must set new goals and align the organization's mission with these aspirations. Clear communication of a compelling vision motivates teams to work toward a common purpose. 

3. Encourage Collaboration: Change requires collective effort. Leaders who prioritize collaboration harness all perspectives in decision-making, fostering an environment where every team member feels valued. 

4. Adopt Continuous Improvement Practices: Organizations need to be agile to respond to challenges and opportunities. Adopting Lean methodologies promotes problem solving, productivity, and continuous improvement, enabling better adaptation to market changes. 

5. Invest in Leadership Development: Leadership plays a pivotal role in driving change. Investing in leadership development equips leaders with the skills to navigate complex challenges and lead transformational initiatives, ensuring sustained success. 

6. Measure and Evaluate Progress: Leaders must establish mechanisms for measuring and evaluating progress to ensure desired results. Setting key performance indicators (KPIs), conducting regular assessments, and soliciting feedback helps make informed decisions and course correct as needed. 

In conclusion, Northup's quote underscores the importance of strategic leadership and change in achieving different results. Organizations willing to challenge existing paradigms, embrace innovation, and prioritize collaboration will be better positioned to thrive. 

Lean Tips Edition #315 (#3751 - #3765)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3751 – Track the KPI Metrics After the Kaizen 

 

After the kaizen an important step is to track the metrics that measure the performance and impact of the changes. You should have defined these metrics before the event, based on the goals and scope of the project. You can use a dashboard, a control chart, or a run chart to display the data and monitor the trends. You should also compare the actual results with the expected results and identify any gaps or deviations. 

 

Lean Tip #3752 – Audit the Standard Work 

 

Conduct audits to verify that the changes are being followed and maintained. You can use a checklist, a gemba walk, or a 5S audit to assess the adherence and compliance of the standards and procedures that were established during the event. You should also provide feedback and coaching to the team members and address any issues or challenges that arise. 

 

Lean Tip #3753 – Celebrate Success and Recognize Achievements for Successful Kaizen Events 

 

Taking the time to celebrate the small wins along the way reinforces the positive outcomes achieved and helps to reinforce the learning that takes place during the process. Recognizing and rewarding employees for their contributions helps keep them motivated and encourages others within the organization to stay focused on improvement initiatives. By recognizing and celebrating success, organizations demonstrate their commitment to continuous improvement and build morale throughout their teams. 

 

Lean Tip #3754 – Review Progress and Adjust as Needed 

 

Make time for a post-event review. During the review process, encourage open discussion. All team members should be heard and have their viewpoints considered. Every Kaizen event is an opportunity to learn lessons that will make the next event even better. Periodic reviews streamline process changes and  keep teams engaged in innovation and continuous improvement for success. 

 

Lean Tip #3755 – Don’t Leave a Huge Action Item List 

 

Too many Kaizen Events are deemed “failures” because changes didn’t get implemented during the event. The intent of a Kaizen Event is to actually test and evaluate changes during the event. Sure, there are always going to be a few “action items” to follow up on (from a document sometimes called a “kaizen newspaper”). But, if your events end with no changes and a promise or a list of things to do, it’s less likely that people will be able to find the time to implement these changes. When you have people’s time carved out for the event, you need to make the most of it - which includes testing changes and taking action. 

 

If you’re finding that you run out of time to implement anything in your Kaizen Events, consider making the scope smaller for future events. It’s better to implement a smaller change than to spend a week analyzing and planning without doing. 

 

Lean Tip #3756 – Ensure Your Managers Exemplifies the Lean Philosophy 

 

During a Lean transformation, it’s important that managers not only support, but also actively embody the Lean philosophy in every aspect of their leadership. This philosophy requires managers to lead by example, demonstrating commitment through continuous improvement, respect for people, and a persistent focus on customer value. By doing so, they set a powerful precedent for their teams, fostering a culture of efficiency, accountability, and innovation. All in all, managers play an important role in implementing lean principles successfully. They connect theory with practice, motivate their teams to welcome change, question the current norms, and aim for excellence in all endeavors. 

 

Lean Tip #3757 – Encourage All Employees to Actively Participate in the Overall Process 

Throughout the Lean transformation journey, it’s crucial that the individuals involved in the production process take the lead in driving improvements. 

 

This approach is rooted in the understanding that those who are on the front lines, executing the daily tasks and facing the operational challenges, have the most thorough knowledge of the workflow, bottlenecks, and potential efficiencies. That is to say, their firsthand experience equips them with unique insights into practical, impactful changes that can lead to significant improvements in productivity, quality, and overall process efficiency. 

 

So, by empowering these team members to identify, suggest, and implement enhancements, Lean organizations not only optimize their operations from the ground up, but also foster a culture of continuous improvement and ownership among their workforce, which is essential for the sustainable success of a Lean transformation. 

 

Lean Tip #3758 – Set the Foundation for Continuous Improvement 

 

Lean thinking and continuous improvement focus on reducing waste and maximizing customer value. This involves process improvements, streamlining operations, and cutting unnecessary steps. Engaging employees in this process is important. It can be done by providing training and resources and empowering them to identify improvement opportunities. Creating a system for feedback and recognition also helps. 

 

Establishing cross-functional teams and encouraging collaboration and innovation are beneficial too. By laying this foundation, organizations can improve productivity, efficiency, and quality for long-term success. 

 

Lean Tip #3759 – Tailor Lean to Fit Your Business 

 

Lean Manufacturing is not a one-size-fits-all solution. It’s imperative to customize Lean principles to fit your specific business needs and processes. This involves adapting the core concepts of Lean to align with your company’s goals, industry requirements, and unique challenges. Each business has its own set of variables, and what works for one may not work for another. Lean Consulting can offer specialized guidance to ensure that Lean strategies are effectively integrated into your operations, making them more efficient and sustainable. 

 

Lean Tip #3760 – Set Realistic Expectations 

 

While Lean Manufacturing can bring about significant improvements, setting realistic expectations is crucial for long-term success. Unrealistic goals can lead to disappointment and frustration among employees and management. It’s important to understand that Lean is a gradual process that requires time, effort, and patience to achieve meaningful results. Clear communication about the expected timeline and outcomes is essential. Engaging in strategic Lean consultancy can help with achievable milestones and provide a clearer picture of what to anticipate at each stage of implementation. 

 

Lean Tip #3761 – Cultivate a Customer-Centric Culture 

 

In today's business environment, a customer-centric culture is essential for success. Companies need to stop focusing solely on their products and services, and instead start considering their customers’ needs and wants.  

 

Consulting clients during the product-development process, taking their feedback seriously, and prioritizing their needs are all parts of developing a customer-centric culture. 

 

Lean Tip #3762 – Foster Innovation and Creativity 

 

Innovation and creativity are indispensable tools when it comes to staying ahead of the competition and driving company transformation. This requires a culture that promotes experimentation, risk-taking, and failure-based learning. 

 

Leaders must give resources and support to encourage innovation, recognize and reward creative thinking, and cultivate a culture where workers feel empowered to take risks and contribute new ideas. 

 

Lean Tip #3763 – Invest in Employee Development 

 

Putting money into employee training and education is another must if you wish to transform your business. Training and resources must be made available to support employees in acquiring new skills and staying up to date with market changes.  

 

Additionally, managers should strive for a culture that values and places a high priority on learning and development, recognize and promote high-performing workers, and offer chances for career advancement and development. 

 

Lean Tip #3764 – Build Strong Partnerships and Collaborations 

 

One of the most effective methods for bringing about change in a company is forging strong relationships and collaborations. Such partnering and collaborating involves sharing knowledge, resources, and skills with other groups, both within and beyond the sector.  

 

Businesses can get new insights, gain access to new markets, and develop innovative solutions that would not otherwise be viable without forming solid partnerships. 

 

Lean Tip #3765 – Break Organizational Silos and Resistance to Collaborate 

 

In many organizations, departments or business units operate in silos, with limited collaboration or information sharing. This can hinder transformation efforts that require cross-functional coordination and alignment. To address this challenge, foster a culture of collaboration and break down silos through cross-functional teams, shared goals, and open communication channels.