How Top Leaders Drive Results and Employee Engagement at the Same Time
Is it possible to be a high-standards, results-driven leader while at the same time building an engaged, fun-to-work-with team? Many people would contend that doing either of these things well makes it almost impossible to succeed at the other. Yet, a research study of over 60,000 leaders showed us that leaders who were rated in the top quartile of both skills ranked in the 91st percentile of all leaders. Therefore, it seems that not only is it possible to do both things well, but the best leaders are the very ones who manage to do both.
To understand how some leaders are able to perform both capabilities well, scientists compared the results for the group in the top quartile of both skills to all other leaders in the data set. Then by analyzing the traits showing the most significant differences, they performed a factor analysis and identified six clustered groups. The outcomes single out leaders as possessing six powerful skills that allow them to perform at a much higher level than those who lack these traits.
In this article we will review six powerful practices that a top manager does to drive results and employee engagement simultaneously.
Communicates clear strategy and direction
For Results. Peak results hinge on everyone having clarity about the direction and understanding the strategy to achieve it.
For Engagement. When people are lost or confused, they quickly become dissatisfied. Leaders who communicate well and provide clear direction have a much more engaged team.
2. Inspires and motivates
For Results. More than three-quarters of leaders (78%) were rated higher on their ability to drive for results than on their ability to inspire and motivate others. We often refer to driving for results as “push” and to inspiring as “pull.” When a leader has the ability to drive hard for results and at the same time inspire high effort and performance, they are much more likely to achieve results.
For Engagement. Inspiring behavior unleashes the energy within people to do their best work. Most of us want to make a positive difference in our work and the world. Leader who can inspire and generate loyalty, commitment, passion, and enthusiasm in their team members excel at creating a positive work environment.
3. Establishes stretch goals
For Results. Setting stretch goals that team members accept has the ability to get others to work harder and raise the bar.
For Engagement. When stretch goals are collaboratively set with a team, amazing things happen. Work becomes fun. Everyone is all in. People feel valued and competent.
4. Has high integrity and inspires trust
For Results. If a leader who is not trusted sets stretch goals, team members will often assume they are being manipulated and taken advantage of by their manager. A trusted leader’s motives are beyond reproach.
For Engagement. A key component of building positive relationships with others is being trusted. To be trusted, leaders need to “walk their talk.” They never ask their team members to do something that they are not willing to do themselves.
5. Develops Others
For Results. Leaders who care about the development of subordinates and who also take the time to develop these people reap the benefits in the results produced. Well-trained people are far more productive.
For Engagement. Most people want the opportunity to develop new skills and competencies. Leaders who are focused on helping team members develop are always viewed in a very positive light. Developing others has the twofold impact of elevating performance and creating a culture that is fun and engaging. It also attracts more people who want to work in it.
Overview: High performance and engagement do not have to achieved at the cost of the other. Following these best practices will help guide all managers to achieve high performance and engagement simultaneously.
6.Is Coachable
For Results. Leaders who resist feedback are much like the emperor with no clothes. Since they do not seek or want feedback, people see do not speak up. Problems slip through the cracks. Deadlines are missed. However, if a leader seeks feedback and is receptive to advice, colleagues will not stand by if they see that leader is about to make a mistake.
For Engagement. Leaders who ask for feedback from others and work to make improvements are highly respected. Their coachability is an example to everyone.
Overview: High performance and engagement do not have to achieved at the cost of the other. Following these best practices will help guide all managers to achieve high performance and engagement simultaneously.
Supporting Statistics on Engagement: https://www.cleverism.com/10-shocking-stats-about-employee-engagement
