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Rules of Engagement Every day’s business news brings a fresh report, in point-counterpoint fashion,
about the so-called “jobless recovery” we may (or may not) be experiencing. No matter which commentators you believe, there clearly is something afoot in the job market. It’s called “underemployment”, a rather vague term used to define a host of employment situations in which a worker is employed, but not in the desired capacity, whether in terms of compensation, hours, or level of skill and experience. Although the government doesn’t release statistics on the total
number of underemployed, some employment experts estimate it to be 4.6 million. Employment is not rebounding as it did in previous recoveries, and many jobs have been lost permanently. Many industries have undergone major restructuring, taking advantage of large-scale investment in technology in the 1990’s, the availability of cheaper labor overseas, and new approaches to management that mean leaner staffing. One study found that about half the
workers who do find new jobs after being laid off are settling for jobs that pay the same or substantially less than their old jobs. It’s taking longer to find a job than it did in times past, and fear or anxiety drives many people to settle for a lot less than they really want in a job. Make no mistake – this is every bit as true for managers and executives as it is for lower-level employees.
Lots of people are wondering if maybe this is as good as it gets. Underemployment can be a real blow to self-esteem in a society where people’s identity is so tied up with their work, and it’s not too long before resignation sets in. Research reveals that nearly half the workforce shows up every day, doing just enough to get by, no more. Curt Coffman, with the Gallup Organization’s consulting group, says “we’re running as an economy at 30 percent efficiency”
because so many workers are not contributing as much as they could. Just imagine what this means for your own organization. What if you came into work one day, and half the desks were empty? If it’s true that we are witnessing a permanent restructuring of our economy, leaders and mangers are going to have to find creative ways to energize and re-engage their workforce. Sure, there’s a war for talent, but there’s a battle for
hearts and minds, too. Here are a few things you can do to tap into your employees’ basic desire to make a contribution: - Listen to your employees in a meaningful way, and let them know their opinions matter to you.
- Give your employees honest feedback about their performance, and specific ways to improve.
- Find ways to show that you really care about their well-being – actions, not just words.
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Give them challenging work, and the resources to get it done.
- Help them identify opportunities for career growth, and coach them to move from planning into action.
- Give them a clear vision for the future, and a voice in decision making about how to get there.
Some might say that’s just good management, something many organizations have drifted away from in the past few years of a tight job market. And the good
news is that all the old research still holds true: people are motivated by the work itself, by whether it is meaningful and challenging, and by whether they are valued as a person. Money never makes it onto the top of the list. Companies that want to stay competitive in the coming economy will pay a lot of attention to recruiting, developing, and retaining good managers who understand this dynamic. Could you use some help with engaging your employees? Talk to us about the
possibilities for working with an executive coach on this and related issues: Call (410)626-6008, or email info@bloomfieldassociates.com. 
Try something a little different the next time you have a performance review with an employee – open the conversation with a question about what really motivates or inspires him to do his own personal best. Put the standard form aside, sit back,
and really listen to what he tells you. Ask clarifying questions to help him give you specifics. Ask him where he thinks he fits in with the organization’s strategy, and be prepared to share your view on that with him. Ask him if he knows what’s expected of him, and whether he has the right opportunities for learning and growth. By turning the tables in this way, you’ll not only learn what you need to be doing to raise the level of engagement of
your employees, you’ll also make them feel heard. |
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A recent survey of senior executives found that 82% consider age bias a "serious problem," up from 78% three years ago. And 94% of these respondents, who were mostly in their 40s and 50s, said they thought age had cost them a shot at a particular job.
A recent report by the Treasury Department Inspector General found that IRS employees at the agency's taxpayer help centers correctly answered only 72% of the questions from auditors posing as taxpayers. Researchers have found that when a cartoon made a person laugh, a brain network that is known to be involved in reward is activated. In fact, the areas activated by humor have been shown previously to be activated by
amphetamines and cocaine, according to a report in the journal Neuron. 
Neuromarketing The neurological study of a person's mental state and reactions while being exposed to marketing messages. Neuromarketing is a technique that combines
science and business, using magnetic resonance imaging (MRI) to reveal how people feel about things, such as products and commercials, more accurately than those people can explain their feelings in focus groups and surveys. Its inventors tout it as the future of marketing. 
 Who Really Matters: The Core Group Theory of Power, Privilege, and Success, by Art Kleiner. What I like about it: In every organization, Kleiner writes, there is a “Core
Group” of people who count more than the rest. Often, the Core Group includes the top executives, but not always. It differs from organization to organization, and knowing who’s in it is essential for success, because every decision and every action taken at the organization is defined by the needs and wants of this group. Whether you're a manager who must handle key stakeholders or an employee seeking career growth this book will give you plenty of original insights.
Beth Bloomfield
Executive Coach, Strategy Consultant
Principal, Bloomfield Associates  Love It Don’t Leave It: 26 Ways to Get What You Want at Work, by Beverly Kaye and Sharon Jordan-Evans. What I
like about it: This book empowers workers everywhere to improve their job fit and find career satisfaction, all without leaving their present employer. It suggests that we look at our current job before we start thinking the grass might be greener somewhere else. It’s all about finding more satisfaction at work. Where you are could become the job you love!
Ken Boxer
President
Strategic Partners, Inc. Share what you’re into — books, articles, movies, music, websites — with others on the list! Send us the title and
author or other pertinent information, along with a sentence or two on what you like about it, and if we use it in A Different Optic we’ll not only quote you, we’ll provide a link to you or your website. |
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“Human beings, who are almost unique in having the ability to learn from the
experience of others, are also remarkable for their apparent disinclination to do so."
— Douglas Adams | |
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Be sure to visit the new section of our website, What We’re Reading, for a free list of recommended books on leadership and strategy. Check it out today! The Institute of Management Consultants (IMC), a professional
organization, is working to build a section of its Washington, DC chapter in Baltimore and Central Maryland. If you’re a consultant in the area and you’d like to join in, plan to attend our breakfast meeting on Wednesday, March 17, from 8:00 to 9:30am, at the BWI Airport Marriott. Contact Beth Bloomfield if you’re interested. Beth Bloomfield is presenting a workshop called “Think Like a Futurist” at the annual American Women in Communications Leadership Forum, April 16-18, in Kennett Square, PA. For more details, go to the AWC website. | |
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