You know how you walk in a room and you get a whole bunch of things done and then, just as you’re about to leave the room, you realise that you didn’t do the main thing that you actually went into that room to do? Now think about that, but instead of a room, it’s your life.
Every year I resolve to do two new dangerous things (by my own definition of dangerous.) One of my goals for this year was to learn guitar and singing, then to perform both in public – with a view to developing a new show incorporating some comedy songs. This is my first public performance with some singing students so the audience wasn’t really expecting any comedy. Pretty happy with it as a platform upon which to build.
I’m working with an Australian company and have only communicated electronically. My primary contact is originally from Eastern Europe. Apparently I talk funny (see above photo)… Delightful! I intend to pepper my emails with a lot more of these and start making some up. You can lead a horse to water but you can’t make it change its spots.
I sometimes flash the Gallup (and others) engagement questions as a prompt in workshop activities. One question that always raises a few eyebrows (and rolls a few eyes) is, “Do you have a best friend at work?’ While I get the vibe they’re trying to tap into in terms of workplace culture, is that really the best indicator and really the best question? This article suggests an alternative that I quite like: Do you have many strong working relationships at your job? You don’t have to donate them a kidney or go to their barbeque but positive and constructive connectivity is crucial. Even then, they don’t all have to be positive in the sense of friendliness – an argument can be positive.
This article offers alternatives:
BI Worldwide Rodd Wagner’s (new) key questions
- Do managers support each employee as a unique individual?
- Is pay fair, if not generous?
- Are leaders transparent?
- Is there a clear mission and do employees feel a strong connection to it?
- What paths do people have to advancement?
- Do more junior people sometimes get to take charge?
- Are employees well recognised?
- Is this a cool place to work?
- Do people feel energised or fearful?
- How well do colleagues work together?
- How often do people feel a sense of accomplishment?
A good friend will donate you a kidney. A great friend will donate you a kidney… that isn’t their own…
I’m not suggesting that employees should be made to be miserable. Ultimately, that’s up to all of us individually. The point I’ve been trying to make for ages and this recent article captures nicely is that employee happiness and employee engagement are quite separate and different things. If you want to gift chocolate fish and back rubs (no non-consensual touching!) that’s up to you and your spare time and resources. Happy employees can be unproductive and unhappy ones can be productive. Engagement is about the observable application of discretionary effort at work that on average leads to greater productivity, revenue and profitability. Who knows how happy people are? (Including themselves.)
Here’s an extract. Note that happiness is cited as one of many components of engagement, so it’s not all doom and gloom. I don’t think they’re in order so don’t get excited that happiness is “number 1.” The article talks about a dashboard which also is an interesting idea. It’s all about trending.
Here are the 10 metrics that are proven to have the biggest impact on employee engagement:
How happy are employees at work and at home?
How much energy do employees have at work?
Are employees getting feedback frequently enough?
Are employees being recognized for their hard work?
Are employees satisfied with their work environment?
Relationships with Managers
Do employees and their managers get along well?
Relationships with Colleagues
Do the employees get along with each other?
Do employees’ values align with the company values?
Are employees proud of where they work?
Do employees have opportunities for career growth?
Just received Rotary’s Paul Harris Fellowship Award. Much appreciated. Probably uncool for me to blog about it… but nice to see comedy appreciated for being put to an even ‘gooder’ use than it’s original purpose which is pretty good as it is. Some of my comedy festival shows and subsequent roadtrip shows raised money for ROMAC and Shelterbox which help out in areas with disasters and emergencies who have hard enough times when there aren’t disasters and emergencies.http://www.shelterbox.org.nz/ Thanks to everyone who supported and / or attended the shows. Next time you attend, I’ll show you my medal, whatever.
This HBR article about debriefing is one I wish I’d written. (From meglomaniacal me, that’s high praise.) I’m often directing participants in my training workshops to conduct debriefs. I tend to use experiential models a lot. For non-trainers (muggles?), that means we do things, then learn from them in a structured way. I favour a 3-phased approach, repeated over and over:
- Frame the activity
- Conduct the activity
- Debrief the activity
I hear a lot of people using the word ‘debrief’ and its meaning seems to vary wildly. In that sense, the word ‘debrief’ is much like the word ‘spicy’ or the word ‘love.’ I try to consistently summarise the meaning of it in my workshops, not just because we’ll use it in the workshops but because it’s one of the most useful things you’ll ever learn in life, not just for work, but for situations where things happen and you’d benefit from learning afterwards. That applies a lot outside work (hopefully.) Relationships and families could well do with that skill. It’d certainly give us something to talk about over compulsory sunday night family dinners.
To do something and to deliberately learn from it is what successful people do. That might even be a great definition of what success is. To do something and maybe learn from it or not learn from it is what most people do most of the time. Don’t be most people. They’re nice enough but…
The HBR article gives a great structure if you want to either learn debriefing yourself or communicate it to others:
- Schedule a regular time and place (ie make debriefing part of the way things are done around here!)
- Create a learning environment
- Review 4 key questions: What were we trying to accomplish?; Where did we hit or miss our objectives?; What caused our results?; What should we stop / start / continue doing? (I’m a big fan of stop / start / continue; That’s the name of one of my books ‘Stop Start Continue’!)
- Codify lessons learned (People after us will learn from our mistakes, not theirs.)