Issue link: https://digital.copcomm.com/i/513891
May 18 - June 8, 2015 20 Working World l WorkingWorld.com FEATURED ARTICLE by Ascanio Pignatelli H is CEO performance review is in and Scott is clearly alarmed. Unless next quarter's KPI goals are met the Governance committee will ask for his resignation. He grabs his phone and calls Jarin, his gregarious college roommate and the person who transformed Silicon Beach's most dysfunctional company into one of its most electric. "Jarin, I need your help. My staff is not producing like they once were. They are lethargic, apathetic, unmotivated, dis…" "Disengaged," interjects Jarin. "So how are you keeping your people engaged?" "We've been investing heavily into employee engagement programs, but they're not really working. We keep pouring money into recruiting and retaining the best. We even keep increasing salaries, benefits and perks, basically giving them everything they want, but nothing's working." "The problem is you're giving them what they think they want, but not what they really need," explains Jarin. "Your employees are emotionally detached; their real needs aren't being met. Fat salaries and perks are great, but what they really want is to be inspired, connected and living a life of purpose. They need to feel valued. As their leader you need to lead from need. Once our basic survival needs have been met, we all aspire to satisfy the four deeper needs: connection, contribution, freedom and growth." Jarin is right and is part of a new wave of leaders who know that to get the best out of someone you need to coach and empower them to greatness. As a leader in your organization you want to ensure that your employees feel they are: • Connected: building relationships with others • Contributing: doing something meaningful • Free: have a sense of choice and autonomy • Growing: developing personally and professionally CONNECTION Companies with employees who have strong personal ties to each other have far higher engagement rates than those that don't. To connect with your employees, create greater trust and loyalty by being more authentic. Great leaders don't fret over public opinion and neither should you. Let go of who you think you should be, and just be yourself. You will gain their trust and respect in the process. Be vulnerable. Show them the real you. We all have the same fears of not being good enough, smart enough or worthy enough, so why pretend we are the exception? The best managers connect deeply with their employees by paying attention to what's important to them. Carve out some time each week to grab lunch or a coffee with your key team members. Find out what they enjoy doing outside of work and get to know them personally. Finally, let them know that you and the company care for them. As their need to belong is met, they will give more of themselves, which, in turn, fuels their next need: their need to contribute. CONTRIBUTION Studies show employees are happiest when they know they are making a difference and helping others. Often their contribution goes unnoticed. Metrics for measuring an employee's contribution should shift from measuring their individual performance to measuring their team's performance. How are your staff members influencing those around them? A staff member with excellent soft skills who constantly uplifts his fellow employees is an incredible asset to your team, yet this won't show up in any assessment. To help your workers feel they are contributing something meaningful you can try recognizing and publicly celebrating their accomplishments as often as possible or sharing a client story that shows your employee the difference they are making in someone's life. FREEDOM Self-direction is the key to performance, creativity and engagement. The real you only shows up when you feel free. Employees are far more loyal and productive in workplace environments that respect their freedom and encourage their self-expression. To Lead from Need: Four Ways to Motivate Employees