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Hey, this is christ with ackting your leadership. On today's
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discussion on employee engagement, we're continuing the discussion that we
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started several weeks ago on kind of lesser known or
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insidious causes of a low employee engagement or low kind
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of productivity with employees that can't be really associated with
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the usual suspects like compensation or you know, work environment.
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But these are kind of smaller things, but they can
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have a big impact. If you haven't joined us for
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the previous episodes, go back and listen to them that
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they are really great discussions. Last week, we discussed what
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happens when employees feel like they have a lack of
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reward and recognition. On this episode, we're going to talk
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about what happens when employees feel unheard. And you know,
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this is very broad, right because I think what an
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employee defines as unheard is different from person to person.
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You know, there are some people who want this, you know,
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kind of constant check in with their leader or with
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other people. They they they are constantly wanting to engage
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and interact with their boss or their boss's boss, or
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the organization as a whole. Theer they're incredibly bought in
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from a mindset standpoint, and and that comes out in
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wanting to participate, wanting to contribute, wanting to make things better,
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And and the level of feeling heard that is expected
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from a person like that might might be much higher
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than a person who is, you know, there to just
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get a job done and you know, go on with
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the rest of their life and they're not looking to
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move up or looking to contribute. They do find work,
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but they're they're not, you know, actively trying to engage
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or participate on a on a higher level. The type
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of of kind of validation or or how much that
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employee needs to be heard might be a little bit
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less than than that the first employee was describing. So uh,
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this is incumbent upon leaders to figure out what each
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of their employees needs in how to make them feel heard.
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Because this cannot be defined by the leader. Each person
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gets to define it for themselves.
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Yeah, and I think too, in the context of this article,
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it's important to kind of call out that like this,
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this whole thing is around ideas to boost business performance
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right right, because again there's the idea of like not
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being heard with my opinions of anything. Sure, and nobody's
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listening versus I have ideas to help us become better.
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And and I call that out because you could definitely
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there's a lot of overlap there in like ideas and
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thoughts around how to boost a business performance along with
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how people feel heard when it comes to maybe their
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experience and their perspectives and things that they're looking for.
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And I think for me, it always comes down to
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like the taking of action, like it like when when
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when I hear like people want to feel heard, it's
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usually that they have an idea, they have a thought,
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they have a perspective, and they're looking for somebody not
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just to like listen to it, but actually do something
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with it. And I think sometimes in my experience, people
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have been Okay, if I come back and say, hey,
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here's what I've got, here's what was discussed, here's what's
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going on. This is not something that we would necessarily do,
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and here's why, Or here's kind of what we've got
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that is similar to that and may provide us with
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the same you know, option that you're thinking of, and
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or it's a great idea, here's what it would require
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to bring that idea to life, And it's not that
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it's a no, but it's like there's more work that
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we'd have to do here. So again, just the act
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of taking thoughts, ideas, perspectives, having dialogue about them, and
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then taking what you can and implementing that into some
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type of a strategy. I think for a lot of people,
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that's what I that's what I hear when it comes
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to like people feeling unheard, is like, have you done
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anything with what I'm sharing?
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Right? For sure, there's there's this element of you know,
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just you know, speaking as a as a consultant who
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works with organizations, there have been times where I've worked
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with a leader within an organization to build something out,
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a tool or a process to kind of you know,
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help streamline their business, or to make the talent selection
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process better, you know, something like that, and it works
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really really well. And then someone else in the organization
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will see the results of that and they'll come back
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and say I want something too, And the very first
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thing that I'll do is I'll say, okay, I'll respond
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back with some questions that require some thought and input
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around the things that they're looking to get done, and
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how they reply to those questions will tell me everything
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I need to know about whether or not this is
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something they just want me to do for them, or
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if it's something they're bought into actually making happen because
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they're bought into the idea of it, and they really
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want to, you know, be a participant in this process,
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not just have it done for them, because a lot
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of leaders just want the results that come from something
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without you know, putting some individualized culture into it based
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on what the needs of their individual team is. They
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just they're hoping that something that was that works for
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another team will work for their team, and oftentimes that's
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not the case, and so it requires a little bit
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of due diligence. But I can see the level of
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buying and engagement they have with just those basic interactions
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and when employees want to feel heard, it's it's really
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similar to this if a if a person is giving
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me an idea of something something to boost business performance
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or outcomes, and I start asking questions around what thought
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they've put into it, like kind of pushing back a
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little bit, not from a standpoint of you know, kind
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of crapping all over their idea, but but genuine curiosity
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about what have they thought through? Not I thought this
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through and you haven't let me school you on it.
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But that's I love where you're going with that, Like, like,
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these are some of the questions that I'd want to know,
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you know, to to kind of inform the decision and
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see whether they thought those things through, because at the
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very least, even if they haven't thought them through, they
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might think them through because of that conversation and come
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to the realization that their idea needs to change or
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isn't good, or if they haven't thought them through, you
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never know whether an idea is whimsical, right, Like, they
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just thought about it in the moment based on a
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pain point they were experiencing in that moment, with one
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particular interaction with a client or a customer or a process,
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and that kind of pain point led them to want
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to revamp the entire thing, whatever that looks like, and
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start from scratch. And oftentimes those things have been thought
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through by other people, and just getting a person to
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a place where they're thinking through them on their own
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can at least kind of strengthen that muscle where it's
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likely that the things that they come to you within
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the future might be more thought out, but it might
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take a few interactions of getting them to do that
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process before it gets there. If you're a leader of people,
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I want to go over some of the things you
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can do with your employees that will allow you to
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make sure that your employees feel heard, even if you
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don't necessarily have the ability to say, yeah, whatever your
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ideas are, let's put them into action right now, because
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you might not have the authority to do it, or
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they might not be great ideas. So let's go over
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those things. But first let's up toward form of our sponsors.
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All right, If you're a leader of people, anytime an
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employee comes to you with an idea to boost business performance,
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you don't want them to lose what they had in them,
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that fire in them, that led them to do that
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to begin with, because just the idea that they're bringing
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to you means they are bought in to boosting business performance.
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They want it to get better, They want themselves to
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get better, the organization to get better. You don't want
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to lose that, and it's very quick to do that
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if you don't validate that process of them coming to you.
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It doesn't require you put the plan into action, but
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it does require some follow up. It does require some
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question and answers, And it does require some genuine homework
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on your part as a leader to take the information
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that the employee's given you and to do some due
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diligence on the reasons why it wouldn't work or maybe
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what's happening in the background on the same thing already,
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and get back to the employee on the whys behind it.
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An employee doesn't need to have their idea put into
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place in order to feel heard, but they need to
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be validated at the process of bringing it to you.
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And if it's not a good idea or when the
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organization or the team can't do they don't have a
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very specific reason as to why that they can buy
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into and agree with. They could go, oh, I totally
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see that, why that we would go forward with that,
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not just something like no, we just don't want to
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do it right now. You have to give them more
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information and then that you won't lose what they brought
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with them that might lead them to bring a better
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idea in the future.
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Yeah, I think it's a great point. Like you want
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people to have that energy, You want people to be
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able to provide ideas and insights, and you want people
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to push back on things sometimes where it's not going
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maybe the way that you planned or a strategy may
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have some opportunities, Like you want the dialogue, you want
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people involved in all of these types of things, and
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I think that to keep them in that space, like
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you're spot on, you've got to be able to come
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back to them with something, And even if it's an
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explanation or even if it's perspective, or even if it's
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something where I can tell you right now like the
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answer to that is no, and I can tell you
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why it would you know, let's walk through that. But
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it's not a bad idea and theory. I hear what
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you're saying, but like, let me give you some thoughts
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or perspective or maybe let me let's talk through that
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a little bit more. And helping them to connect some
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of those types of dots, because again that's really important.
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And then thanking them like that's one of the things
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as well, but I think is super important. It's like well, first,
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like first, like thanks for the idea, Like I think
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that's a big piece of what we need in our
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culture and our environment. I want to hear more about that.
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And even if this isn't the one that goes anywhere.
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We need more of those, right, and helping people to
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feel confident and appreciate it for their time and for
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their effort of thinking or sharing their ideas, I think
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is absolutely critical.
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Yeah, I think that's spot on. The other thing too
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that you brought up and I really like, is this
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The idea of feeling heard or unheard can come down
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to simply whether or not you validate their pain point.
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So if they come up with an idea, it's to
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solve something that they're having a problem with, and that
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thing may already be solved by something else that they
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don't that they're not aware of, or it may not.
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But even if it's not a great idea, just validating
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that the problem they experience and the pain point or
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the hurdle they experienced is a valid hurdle that it
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would frustrate you too. Sometimes that can be enough. The
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last thing I want touch on this, because I think
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it's really important, is you know, the article mentions having
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a way of giving anonymous feedback so that people can
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feel heard, because if it's certain subjects, some people might
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feel comfortable coming to you or saying something out loud
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that the anonymous thing might be better. It's very important to
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have these things, but it's also very important to categorize
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or to classify them verbally with employees as saying, just
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so you know, there are things that we cannot do
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based on things that you tell us anonymously. There are
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that you might bring up of a problem that you're
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having with another employee or with a leader, or with
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a process in general, and if we have no way
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of coming back to you and kind of talking with
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you out about this, then something may not be able
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to be done by it. So just because you can
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give us the feedback anonymously or give us the pain
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point anonymously, doesn't necessarily mean something's going to be heard.
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So at least they go into it with that knowledge
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and they're not expecting, oh, I can just leave this
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tip anonymously and my problems are going to be solved.
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Make sure that they have that caveat with them so
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they don't come in with more expectations than what you're
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capable of doing. Thank you for joining us on this
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discussion and employee engagement. We'll see you next Thursday for
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the next one. You have a great day.
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Hey, this is christ with ackting your leadership. On today's
2
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discussion on employee engagement, we're continuing the discussion that we
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started several weeks ago on kind of lesser known or
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insidious causes of a low employee engagement or low kind
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00:00:13.039 --> 00:00:18.359
of productivity with employees that can't be really associated with
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00:00:18.440 --> 00:00:23.519
the usual suspects like compensation or you know, work environment.
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But these are kind of smaller things, but they can
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have a big impact. If you haven't joined us for
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the previous episodes, go back and listen to them that
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they are really great discussions. Last week, we discussed what
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happens when employees feel like they have a lack of
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reward and recognition. On this episode, we're going to talk
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about what happens when employees feel unheard. And you know,
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this is very broad, right because I think what an
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employee defines as unheard is different from person to person.
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You know, there are some people who want this, you know,
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kind of constant check in with their leader or with
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other people. They they they are constantly wanting to engage
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and interact with their boss or their boss's boss, or
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the organization as a whole. Theer they're incredibly bought in
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from a mindset standpoint, and and that comes out in
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wanting to participate, wanting to contribute, wanting to make things better,
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And and the level of feeling heard that is expected
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from a person like that might might be much higher
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than a person who is, you know, there to just
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get a job done and you know, go on with
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the rest of their life and they're not looking to
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move up or looking to contribute. They do find work,
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but they're they're not, you know, actively trying to engage
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or participate on a on a higher level. The type
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of of kind of validation or or how much that
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employee needs to be heard might be a little bit
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less than than that the first employee was describing. So uh,
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this is incumbent upon leaders to figure out what each
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of their employees needs in how to make them feel heard.
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Because this cannot be defined by the leader. Each person
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gets to define it for themselves.
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Yeah, and I think too, in the context of this article,
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it's important to kind of call out that like this,
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this whole thing is around ideas to boost business performance
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right right, because again there's the idea of like not
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being heard with my opinions of anything. Sure, and nobody's
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listening versus I have ideas to help us become better.
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And and I call that out because you could definitely
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there's a lot of overlap there in like ideas and
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thoughts around how to boost a business performance along with
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how people feel heard when it comes to maybe their
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experience and their perspectives and things that they're looking for.
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And I think for me, it always comes down to
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like the taking of action, like it like when when
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when I hear like people want to feel heard, it's
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usually that they have an idea, they have a thought,
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they have a perspective, and they're looking for somebody not
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just to like listen to it, but actually do something
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with it. And I think sometimes in my experience, people
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have been Okay, if I come back and say, hey,
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here's what I've got, here's what was discussed, here's what's
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going on. This is not something that we would necessarily do,
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and here's why, Or here's kind of what we've got
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that is similar to that and may provide us with
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the same you know, option that you're thinking of, and
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or it's a great idea, here's what it would require
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to bring that idea to life, And it's not that
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it's a no, but it's like there's more work that
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we'd have to do here. So again, just the act
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of taking thoughts, ideas, perspectives, having dialogue about them, and
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then taking what you can and implementing that into some
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type of a strategy. I think for a lot of people,
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that's what I that's what I hear when it comes
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to like people feeling unheard, is like, have you done
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anything with what I'm sharing?
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Right? For sure, there's there's this element of you know,
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just you know, speaking as a as a consultant who
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works with organizations, there have been times where I've worked
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with a leader within an organization to build something out,
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a tool or a process to kind of you know,
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help streamline their business, or to make the talent selection
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process better, you know, something like that, and it works
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really really well. And then someone else in the organization
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will see the results of that and they'll come back
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and say I want something too, And the very first
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thing that I'll do is I'll say, okay, I'll respond
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back with some questions that require some thought and input
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around the things that they're looking to get done, and
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how they reply to those questions will tell me everything
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I need to know about whether or not this is
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something they just want me to do for them, or
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if it's something they're bought into actually making happen because
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they're bought into the idea of it, and they really
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want to, you know, be a participant in this process,
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not just have it done for them, because a lot
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of leaders just want the results that come from something
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without you know, putting some individualized culture into it based
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on what the needs of their individual team is. They
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just they're hoping that something that was that works for
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another team will work for their team, and oftentimes that's
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not the case, and so it requires a little bit
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of due diligence. But I can see the level of
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buying and engagement they have with just those basic interactions
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and when employees want to feel heard, it's it's really
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similar to this if a if a person is giving
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me an idea of something something to boost business performance
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or outcomes, and I start asking questions around what thought
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they've put into it, like kind of pushing back a
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little bit, not from a standpoint of you know, kind
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of crapping all over their idea, but but genuine curiosity
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about what have they thought through? Not I thought this
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through and you haven't let me school you on it.
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But that's I love where you're going with that, Like, like,
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these are some of the questions that I'd want to know,
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you know, to to kind of inform the decision and
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see whether they thought those things through, because at the
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very least, even if they haven't thought them through, they
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might think them through because of that conversation and come
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to the realization that their idea needs to change or
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isn't good, or if they haven't thought them through, you
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never know whether an idea is whimsical, right, Like, they
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just thought about it in the moment based on a
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pain point they were experiencing in that moment, with one
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particular interaction with a client or a customer or a process,
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and that kind of pain point led them to want
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to revamp the entire thing, whatever that looks like, and
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start from scratch. And oftentimes those things have been thought
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through by other people, and just getting a person to
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a place where they're thinking through them on their own
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can at least kind of strengthen that muscle where it's
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likely that the things that they come to you within
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the future might be more thought out, but it might
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take a few interactions of getting them to do that
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process before it gets there. If you're a leader of people,
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I want to go over some of the things you
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can do with your employees that will allow you to
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make sure that your employees feel heard, even if you
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don't necessarily have the ability to say, yeah, whatever your
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ideas are, let's put them into action right now, because
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you might not have the authority to do it, or
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they might not be great ideas. So let's go over
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those things. But first let's up toward form of our sponsors.
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All right, If you're a leader of people, anytime an
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employee comes to you with an idea to boost business performance,
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you don't want them to lose what they had in them,
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that fire in them, that led them to do that
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to begin with, because just the idea that they're bringing
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to you means they are bought in to boosting business performance.
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They want it to get better, They want themselves to
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get better, the organization to get better. You don't want
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to lose that, and it's very quick to do that
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if you don't validate that process of them coming to you.
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It doesn't require you put the plan into action, but
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it does require some follow up. It does require some
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question and answers, And it does require some genuine homework
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on your part as a leader to take the information
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that the employee's given you and to do some due
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diligence on the reasons why it wouldn't work or maybe
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what's happening in the background on the same thing already,
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and get back to the employee on the whys behind it.
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An employee doesn't need to have their idea put into
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place in order to feel heard, but they need to
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be validated at the process of bringing it to you.
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And if it's not a good idea or when the
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organization or the team can't do they don't have a
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very specific reason as to why that they can buy
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into and agree with. They could go, oh, I totally
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see that, why that we would go forward with that,
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not just something like no, we just don't want to
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do it right now. You have to give them more
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information and then that you won't lose what they brought
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with them that might lead them to bring a better
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idea in the future.
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Yeah, I think it's a great point. Like you want
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people to have that energy, You want people to be
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able to provide ideas and insights, and you want people
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to push back on things sometimes where it's not going
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maybe the way that you planned or a strategy may
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have some opportunities, Like you want the dialogue, you want
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people involved in all of these types of things, and
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I think that to keep them in that space, like
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you're spot on, you've got to be able to come
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back to them with something, And even if it's an
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explanation or even if it's perspective, or even if it's
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something where I can tell you right now like the
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answer to that is no, and I can tell you
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why it would you know, let's walk through that. But
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it's not a bad idea and theory. I hear what
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you're saying, but like, let me give you some thoughts
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or perspective or maybe let me let's talk through that
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a little bit more. And helping them to connect some
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of those types of dots, because again that's really important.
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And then thanking them like that's one of the things
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as well, but I think is super important. It's like well, first,
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like first, like thanks for the idea, Like I think
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that's a big piece of what we need in our
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culture and our environment. I want to hear more about that.
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And even if this isn't the one that goes anywhere.
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We need more of those, right, and helping people to
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feel confident and appreciate it for their time and for
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their effort of thinking or sharing their ideas, I think
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is absolutely critical.
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Yeah, I think that's spot on. The other thing too
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that you brought up and I really like, is this
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The idea of feeling heard or unheard can come down
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to simply whether or not you validate their pain point.
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So if they come up with an idea, it's to
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solve something that they're having a problem with, and that
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thing may already be solved by something else that they
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don't that they're not aware of, or it may not.
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But even if it's not a great idea, just validating
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that the problem they experience and the pain point or
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the hurdle they experienced is a valid hurdle that it
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would frustrate you too. Sometimes that can be enough. The
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last thing I want touch on this, because I think
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it's really important, is you know, the article mentions having
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a way of giving anonymous feedback so that people can
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feel heard, because if it's certain subjects, some people might
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feel comfortable coming to you or saying something out loud
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that the anonymous thing might be better. It's very important to
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have these things, but it's also very important to categorize
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or to classify them verbally with employees as saying, just
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so you know, there are things that we cannot do
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based on things that you tell us anonymously. There are
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that you might bring up of a problem that you're
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having with another employee or with a leader, or with
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a process in general, and if we have no way
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of coming back to you and kind of talking with
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you out about this, then something may not be able
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to be done by it. So just because you can
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give us the feedback anonymously or give us the pain
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point anonymously, doesn't necessarily mean something's going to be heard.
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So at least they go into it with that knowledge
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and they're not expecting, oh, I can just leave this
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tip anonymously and my problems are going to be solved.
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Make sure that they have that caveat with them so
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they don't come in with more expectations than what you're
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capable of doing. Thank you for joining us on this
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discussion and employee engagement. We'll see you next Thursday for
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the next one. You have a great day.
