Encouraging management entails not keeping employees in limbo. Engaged employees know what is expected of them, where they are going and how to get there. Clearly defined goals, complemented by coaching that equips employees with the skills to achieve them is essential for engagement. Companies that do this well provide employees and managers with processes and frameworks that serve as a space for continuous dialogues regarding performance-goals and feedback. A great example for this is Adobe.
In Adobe initiated its Check-ins process. Instead of annual reviews, managers and employees engage in regular sessions to review progression, provide feedback and offer coaching. The process includes setting clear expectations regarding goals for the period, while providing ongoing feedback, ideally as real-time as possible, to drive behavioral change and relevant coaching.
Creating and fostering a sense of autonomy and empowerment within your employees is no easy feat. Helping them see the bigger-picture and their value as part of a bigger team that adds real and tangible value can sometimes be a big challenge.
However, it is one that, at times, can be addressed with small gestures. A good example of a an organization putting this concept into practice is John Lewis.
Employers should regularly review employee performance. Employers should neither play favorites nor discriminate. Employers shouldn't use their position to intimidate or sexually harass employees. By the same token, when employees have a problem with the boss, talking about it behind the boss's back doesn't solve the problem and may only cause morale to fall.
It's better to confront the problem with the boss. Employees should perform the duties expected of them. Moreover, the best way to bring about change is to build a culture that's designed to inspire good behavior at all levels in the organization. After all, the leaders of great companies like Intel , FedEx , and Southwest Airlines didn't just blindly follow management fads dreamed up by business schools and management consulting firms. In the spirit of those entrepreneurs and the groundbreaking cultures they created, I propose these 10 Management Rules of Engagement to bring about top-to-bottom organizational change and improve the overall effectiveness and performance of any organization, big or small.
Certainly, you have filled out a survey or answered a questionnaire and wondered what became of the data you provided. In communities, we have the opportunity to generate member goodwill by letting them know. You need not produce a formal research summary or matrix for their review. A thank-you note format is enough. And if the statement comes from a brand executive, you are simultaneously applying Golden Rules 1, 2, 3 and 4.
Intangible recognition and reward are critical to fostering intrinsic motivation among your audience. By recognizing individual contributions, you are again creating a more vested experience in your community. In essence, you are exploiting our human need for time in the spotlight. Make your members famous in your community by featuring quotations from their communications and their contributions.
Always give them credit. Rewards are also a powerful tool to engage a larger group of members. Consider creating a mixture of contests and sweepstakes to continuously drive participation across different initiatives and objectives. After you hand out rewards, remember to recognize the people who won!
In addition, be sure to harness available technology by utilizing gaming mechanics to encourage participation through badges, points and access. While probably the most obvious of rules, this is also where many brands fall short. People want to be entertained with interesting content.
To create engaging content, a community manager wears a lot of hats, among those being copywriter, photographer, videographer and curator. Once determined, use media to make your posts stand out. According to a recent report by SocialBakers that tracked 5, brand pages on Facebook, photos made up 93 percent of the most engaging content.
To create engaging content, you must also embrace and foster co-creation. Our own research at Ipsos shows that 44 percent of social media users under age 35 post questions, ideas and photos on brand pages.
People can have short attention spans, need direction and like the security of a consistent plan. A strong, consistent call to action is therefore essential to drive interest and participation.
Community managers should determine a cadence so that members can anticipate when to expect something new. Communication with members should be short and clearly define expectations when there is a desired action.
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