Dr LeCrone
05-31-2006, 11:15 AM
He talks to me, makes me feel worthwhile. We're not talking friend or family. We are talking employer to employee.
This message of feeling worthwhile and needed may be the single most important employee benefit. More than money and perks, more than required working hours, more than work space and working equipment.
Over the years I have found that patients with job satisfaction say that good and positive communication with their employer is their number one reason for staying in that position. Those with job dissatisfaction voice a complaint--high on their complaint list--that says, "My boss never tells me I am doing a good job or that he or she values my work."
On the surface, it seems like such a simple thing to do, to give an employee positive feedback on a continuing basis. Positive self-esteem generated by these comments can carry an employee through difficult times, at work and at home.
Employers specify good public relations with their customers as a constant. But they usually emphasize things--products and services. And staying ahead of the competition, pleasing the board of directors, expanding sales and improving facilities rank higher than the feelings and concerns of their employees. The irony is that this focus detracts from the motivation, attitude and team work necessary to produce all of the above.
I think it parallels to some degree the attempt to run an engine on a lean, inadequate fuel mixture. The engine runs far less efficiently, becomes over-worked, and eventually may bread down.
The slogan that says our customers come first may be a goal that should read "Our customers and our employee come first." A misdirection in goals and values or lack of true insight into what makes a healthy organization may be easily corrected with consideration of employee feelings, simple statements of the value and merit of personal and individual contributions to the team.
Here are some other suggestions:
• Get to know your employee as an individual. As a member of your team, let him or her know that you care about their life, their family and their goals.
• Get out into the workplace. If possible, roll up your sleeves and show the employee that you are not above doing some of the same work that they are doing.
• Communicate more in person and less by telephone and paper memorandums. In our high tech society, we tend to neglect the personal touch.
• Empower your employees by asking for input and suggestions. Make them feel important by valuing their opinions. Be a good listener as well as a good leader.
• Share with them your ideals and your dreams. Tell them you want happiness and success for them.
• Check yourself periodically. Ask yourself when was the last time you made a conscious concerted effort to make every employee in your organization feel worthwhile? It may be the single most important change you can make in the success of your company.
Copyright c 1993 Harold H. LeCrone, Jr., Ph.D.
This message of feeling worthwhile and needed may be the single most important employee benefit. More than money and perks, more than required working hours, more than work space and working equipment.
Over the years I have found that patients with job satisfaction say that good and positive communication with their employer is their number one reason for staying in that position. Those with job dissatisfaction voice a complaint--high on their complaint list--that says, "My boss never tells me I am doing a good job or that he or she values my work."
On the surface, it seems like such a simple thing to do, to give an employee positive feedback on a continuing basis. Positive self-esteem generated by these comments can carry an employee through difficult times, at work and at home.
Employers specify good public relations with their customers as a constant. But they usually emphasize things--products and services. And staying ahead of the competition, pleasing the board of directors, expanding sales and improving facilities rank higher than the feelings and concerns of their employees. The irony is that this focus detracts from the motivation, attitude and team work necessary to produce all of the above.
I think it parallels to some degree the attempt to run an engine on a lean, inadequate fuel mixture. The engine runs far less efficiently, becomes over-worked, and eventually may bread down.
The slogan that says our customers come first may be a goal that should read "Our customers and our employee come first." A misdirection in goals and values or lack of true insight into what makes a healthy organization may be easily corrected with consideration of employee feelings, simple statements of the value and merit of personal and individual contributions to the team.
Here are some other suggestions:
• Get to know your employee as an individual. As a member of your team, let him or her know that you care about their life, their family and their goals.
• Get out into the workplace. If possible, roll up your sleeves and show the employee that you are not above doing some of the same work that they are doing.
• Communicate more in person and less by telephone and paper memorandums. In our high tech society, we tend to neglect the personal touch.
• Empower your employees by asking for input and suggestions. Make them feel important by valuing their opinions. Be a good listener as well as a good leader.
• Share with them your ideals and your dreams. Tell them you want happiness and success for them.
• Check yourself periodically. Ask yourself when was the last time you made a conscious concerted effort to make every employee in your organization feel worthwhile? It may be the single most important change you can make in the success of your company.
Copyright c 1993 Harold H. LeCrone, Jr., Ph.D.