Your Path To High Competitive Advantage

It’s a reasonable question to ask – where are we on the performance curve? You can read some indicators, symptoms and causes of your progress to genuine competitive advantage below. There is nothing more complex than a human, except a group of us, and this model is a brief distillation of my 40 years experimenting on people at work. Let’s examine the performance curve from the viewpoint of Maslow’s Hierarchy of Needs.

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First Steps To Engaging Your People

What’s your job title? Supervisor, Manager or Director perhaps? What is it that you Supervise, Manage or Direct? It’s people, your team, the staff or the employees. If you don’t have a job that has a people responsibility then you are an Administrator. Otherwise, you are a People Manager. As you are responsible for people, and the work they do, what is your job? What it isn’t is doing the job of your people – your job is to get your people to do the job! I’m sure you have stuff to do, paperwork, emails, meetings, all loosely involved with your people but actually just administration. That is not what you are paid to do. You are paid to get your people to do their job.

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The Hidden Power Of Employee Engagement

Following on from the previous post, “Is Employee Engagement just a good thing” and as much use as a one-handed clap, let’s see how to boost profit and pay by using the ‘other hand’. We can all agree that employee engagement is a measure of people’s involvement in their work and their employer’s goals. That’s all good, of course, but how does that make a difference to the employer? What do these engaged employees do differently? Smile more? Come to work on time? When your people are involved with the employer’s goals, why not ask them to improve the process? They are the process experts, in fact, because they operate the process 37 hours a week. Don’t expect them to revolutionise the process but rather to incrementally evolve slightly better ways day after day. It amazed me that when I tried to start this, everybody said, “it’s not my/their job!” The bigger resistance coming from the support staff who saw it as their job alone. When an operator improves the process they use day after day, and somebody says thank you, they feel valued. I have seen lots of attempts at Continuous Improvement where a manager calls in the operators and tells […]

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Is Employee Engagement just a ‘good thing’?

Showaddywaddy had a Top Ten song in the Singles Chart in 1978. As a young Engineer, I had just seen work colleagues upset that I’d made their job easier. The pay and conditions were unchanged, but they were upset. Showwaddywaddy’s “I wonder why?” summed up my surprise. Thus began 25 years of experiment, research and academics into employee engagement, or morale as we called it then. During this time, I was The Operations Guy, with increasing seniority. The Ops Guy’s life is simple: reduce costs, increase productivity, deliver what the Customer wants and achieve monthly invoicing. How hard can that be?

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