Success in business may have an obvious link to quality products and services. But what about the link between quality bosses and employees’ engagement and productivity?
More than half of employees see the connection between bosses with a reputation for being demanding, overbearing, and mean, and the resulting negative impact on work-life balance, according to Workfront’s 2015 Work-Life Report. Furthermore, poor work-life balance is costly, as seen by the 68% of employees who report poor morale, and over 40% report employee burnout, high turnover, and poor productivity.
Similarly, TINYPulse’s 2014 Employee Engagement and Organizational Culture report found that 49% of employees are not satisfied with their direct supervisor. Only 21% of employees said they feel strongly valued at work.
Great leaders – those who inspire top performance AND genuine team member engagement – pay attention to both productivity and employee engagement, every day.
Why? Because a work environment that treats team members with trust, dignity, and respect in every interaction boosts engagement, service, and results.
The biggest influence on employee engagement? Jim Clifton, the Chairman of Gallup, says it’s the quality of your leaders. In his 2013 post, Millions of Bad Managers are Killing America’s Growth, Clifton states that an estimated seven million lousy managers are “not properly developing or worse, are outright depressing . . . millions of US employees.”
These studies – and many more – underscore the significant impact that the quality of your leaders have on team member engagement, service, and results.
It isn’t likely that companies intentionally hire bad bosses. Nonetheless, it seems that companies tolerate bad behavior from bosses far too frequently.
Any instance of bad behavior – be it yelling, cursing, demeaning, etc. – erodes trust, dignity, and respect. Why would companies allow these interactions? In my interviews with senior leaders, they frequently report bad behavior – but they discount the negative impact. “Oh,” they’ll say, “everybody knows that’s just how Bob is.” Or they might tell me how Bob’s team “always comes through at the end of the quarter.” Or they’ll say, “Bob doesn’t know any better.”
Or those senior leaders say, “I’ve tried, but nothing works. I don’t know what else to do.”
These are difficult conversations if your company has never formalized how people need to treat each other at work. If the only targets you set are performance standards, then people – bosses and team members – often behave badly to deliver those results.
The best way to move forward – and to hire aligned bosses moving forward – is to craft an organizational constitution, which is a formal statement of your company’s servant purpose, values and behaviors, strategies, and goals.
In order to create expectations of your leaders about how they are to manage their team members and what performance standards are required, the formalization of these values is necessary. You must define desired values in observable, tangible, behavioral terms.
If, for example, you have a “respect” value and one of your behaviors is “I treat everyone in a civil manner at all times,” you can observe, monitor, and measure the degree to which leaders actually do treat others civilly. If they do, praise and encourage them. If they don’t, redirect them promptly.
If they continue to treat people badly, lovingly help them out of your organization. The quality of workplace interactions is too important to leave it in the hands of mean leaders.
Want to learn more about creating workplace inspiration with an organizational constitution? My book, The Culture Engine, will help.
Don’t let bad bosses erode team member performance and engagement. Demand civil treatment and model it, in every interaction.