Happy employees are more productive. A study says so. http://financiallyfit.yahoo.com/finance/article-111144-7211-4-americas-happiest-companies?ywaad=ad0035&nc
But really, do we need a study to tell us this? Isn’t it common sense?
Think back to the old adage our parents (or at least my mom) used to drill into us: You catch more flies with honey than with vinegar.
So really, it is the same concept. If you treat people well, they will aim to please you in return.
Yet this seems to elude many mid- and upper-level management personnel at various places I have worked at, heard or read about.
The place where I am working now is a perfect example. Not the company I actually work for, but one of our clients. We manage their global management training program. Part of managing this program includes collecting participant evaluations at the end, analyzing the data, and presenting it back to the talent leads at our client.
One of the questions on the evaluation asks participants what they think will be the biggest roadblock to implementing the strategies that have learned during their three day session. The #1 (by a landslide) most common response is that they don’t think their managers will support it.
Now wait a minute. These people attend (entry-level) management training on the recommendation of their managers. Their managers find money in their budget to pay the $1800 for the course. They approve the participant being away from work for 3 days, sometimes more if travel is involved.
Yet after all is said and done, they want these entry-level managers to come back and return to the status quo. In other words, go to this training to learn skills and strategies, but when you come back don’t even think about trying to implement them! We don’t pay you to think. Come to think of it, who do we pay to think……????
At a previous job I had, I was completely confounded by the contradiction of a certain program. We had what were called continuous improvement suggestions. These mostly centered around getting shop employees to recommend process improvements, hence labor costs, or new material sources, hence material costs.
Process Improvement/Continuous Improvements were big deals at Company X. We even had a continuous improvement manager. He had a continuous improvement specialist working under him. And, to top things off, we had three Lean Leaders. These people were trained in facilitating lean events, that is, events that entailed a room full of “subject matter experts” sitting around and mapping out what a particular process currently looks like. Then once this was done, they brainstormed and came up with a future state map, of what the process should look like, once improvements were made.
Anyway, point being that continuous improvement was a big buzzy thing at Company X.
Yet, if someone actually thought (remember none of us drones are paid for that) of a legitimate process improvement, one that maybe the Big Boys hadn’t yet thought of, or were uncomfortable with…well, let’s just say that person may find themselves with some spare time to write a blog…. 😉