On World Mental Health Day, the world health organisation has informed us "If we don't act urgently, by 2030, Depression will be the leading Global illness." Following some research we conducted we discovered that whilst 93% of managers say they care about their employees, only 53% employees agree.
In Quarter 3 and Quarter 4 2015 our sister company Communicate to Inspire, conducted some research with YouGov with over 2,150 low-mid level employees and nearly 1,900 leaders and discovered this alarming fact.
Whilst many managers think that the key to employee happiness and discretionary effort at work is pay and other benefits, we discovered a different picture.
The findings showed that there are four key things that a leader can do to drive employee engagement which are:
1. Make people feel like they contribute
First, managers who make their employees feel like they contribute, welcoming their input and perspective, tend to have higher performing and satisfied employees.
2. Listening and being seen to value employees opinions
Managers who listen, understand and care about their staff have much more satisfied employees.
3. Show where your organisation is headed
Transparent communications about where the organisation is headed and the discussion of corporate goals, enabling your team to input into this process, were found to have a huge impact on employee engagement.
4. Get people together and talk to them
Finally, practical communications skills like public speaking influence employees to provide discretionary effort. These characteristics, more than manager sincerity or dedication to a corporate mission, tend to drive performance and employee well-being.
In the last month, I’ve had a couple of public-speaking outings, one as a panel member for the launch of the latest research from The Leadership Council on Global Talent in the UK, and the other a talk to the Association for Business Psychology. Of the two, I should have been more anxious about the panel discussion, largely because the rest of the panel and most of the audience can best be described as both ‘great’ and ‘good’.
We have a particular client who has a penchant for getting in touch a few days before Christmas, requesting we design and deliver a programme by the end of January. We are of course always up for the challenge, but this brief was particularly interesting. How does the legal function in a major global business become more ingrained in the day-to-day business decision-making processes. How do subject matter experts break through the confines of their specialism and contribute more effectively to strategic and commercial decisions.