I am regularly interviewed as a FOX News Radio contributor, and a recent interview subject was about companies’ year-end bonuses. The following is a summary of my comments:
Frequently, you hear of a person’s promotion, or wage increase, or a company giving out bonuses to their employees. However, the type of company they work for will determine their perspective on what they have received. Let’s look at two different companies:
Company A –
- Engages their employees (only 33% of the companies in Gallup’s research).
- Employees go to work feeling enthusiastic, excited, and passionate because their employer understands the importance of enhancing relationships as they drive for results.
- Employees accept promotions, wage increases, and bonuses with an attitude of gratitude and with a grateful heart.
- This company…
- Understands that they need to pay their people a fair wage AND engage their employees.
- Has built a culture where people thrive, and profits are soaring.
- Has a leadership team who truly know why their people are happy and their bottom line is increasing.
Company B –
- Does not engage their employees or employees are actively disengaged (67% of the companies in Gallup’s research).
- Employees go to work feeling their work is like “pushing rope” or “pressing their hand hard against the wall” for eight long hours because their boss is only driving for results.
- Employees accept promotions, wage increases, and bonuses with an attitude of “entitlement” because they feel that they deserve the extra benefits.
- This company…
- Thinks that if they only pay their people more money than the competition they will work harder and deliver more results.
- Has built a culture where people are giving up, and profits are either stagnant or declining.
- Has a management team who cannot figure out why their people are not delivering better results since they are paying them more to do so.
– Bobby Albert
Results OR Relationships?
I have observed and learned over the years that the most effective leaders never lose sight of the fundamental importance of their need to oversee their team’s drive for results.
They need to be good at analyzing, planning, prioritizing, deciding, initiating, and following through on commitments.
So, should we ignore focusing on relationships? No, I have learned that it is not an “either-or” situation.
Fully effective leaders understand that, as you drive for results, it is equally important to build, maintain, and enhance positive relationships by engaging your people. One significant way to engage your people is to involve them in the decision-making process. When you make decisions in a participative way, you gain buy-in and a strong sense of ownership from your employees.
It’s a matter of all teammates banding together with mutual respect, trust, understanding, and commitment to the organization’s goals.
Results AND Relationships!
We need a focus on both the enhancing of relationships AND the drive for results – not merely one or the other. If we can get past the scarcity mindset that leads to expedient, dictatorial leadership, we can enjoy the abundance that results from selfless, others-focused leadership.
Every participative-oriented leader can achieve positive outcomes and results as he or she taps the power of relationships AND results!
– Bobby Albert
That is part of developing a culture where people thrive, and profits soar.
I’ve been writing about one of the best ways for you, as the leader, to take that first step toward a process of engaging your employees. It involves a participative leadership style that I call Engage2Lead and employs the 1-2-3 leadership tool.
And as you saw in the scenario of Company A, when you pay your people a fair wage AND engage your employees, you will gain the results you have searched for, and your profits will soar.
Which leader would you want to work for – in Company A or Company B?
Which perspective do your employees have when you give them extra pay or benefits? Please share your comments <here> and share this article with your co-workers and friends.
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