Enabling your employees for high performance

George Ezenwa is the Director of an academic institution. He is feeling so sad about the performance of his employees. He really doesn't know what else to do that will work. But he truly desires better performance from his employees. Having asked for my services I decided to help. First, I decided to meet with the management team, had a chat with them.

Then I proceeded to the other teachers and employees, I asked them several questions. Those questions revealed the intelligence of George's employees. Moreso, it also revealed the missing ingredient in George's work with his employees.

George had been a command-and-control type of leader and did not understand how to enable his employees for high performance. He style was to issue out orders and instructions to be carried out by his workers. Unknown to him with his approach he shut down the initiative and creative ability of his workers. Every business leader needs to understand that his/her employees need his/her support to achieve higher levels of e ectiveness. Here are a few thoughts to help you drive high performance in your organization: - O er Performance Feedback That Inspires Your People to Improve Most performance feedbacks leave employees dejected, demotivated and emotionally disconnected from the organizational goals.

In research conducted by Gallup, only "26%of employees strongly agree that the feedback they receive helps them do their work better." You know, there are three levels of engagement every leader would likely get from his team members and each level comes with a di erent response: Commitment or cooperation: At this level workers are engaged; excited to get work done, taking responsibility, using their initiatives and actively participating in achieving organizational goals and objectives.

You will always nd workers at this level creative and innovative. Compliant: At this level, workers simply do what is required of them as long as you are supervising them or o ering incentives and perks. But they might slack if you take your eyes away from them or withhold the incentive and perks unless for fear of being red or some other punishment.

The down side is that they can't o er their best; they rarely innovative or take responsibility for the work do. Complacent: they are unconcerned, disengaged. Could even resent you and as well inhibit productive activities in your organization.

They could also, in uence other workers to take their way. You achieve performance feedback that help your people to improve, that gives you commitment level of engagement by functioning as a coach and not a boss. - Provide Them with The Right Tools, Equipment and Resources to Work within a certain organization I consulted for, the manager told me that she's given assignments in the organization that she has to use her personal money to accomplish not because the organization is running short of nance.

Now, this demotivates employees. Why should your employees or team members struggle with their machines in trying to get the work done, not having sucient resources. Part of the support and enablement you give them is to provide them with su cient and state-of-the-art equipment for the work they have to do. This way they stand a better chance to produce the results you want. Of course, I also understand that an organization might be dealing with challenging situations and could be unable to su ciently provide certain resources or equipment required for her workers to produce desire result, yet in such situations your people should be clearly made to understand the situation. You have to let them know that as soon as the situation improves a change will be a ected. And more importantly, let them know what you're doing to improve the situation and ask for their cooperation to improve the situation.Communicate frequently with them. I often tell business leaders/managers that when they communicate with their employees or team members three things are important: alignment, plainness and respect. Alignment: You have to ensure you don't say one thing today and another tomorrow. Don't make a promise to your employees and when they expect you to ful ll it you tell them it's a management slip of tongue. When a leader acts this way, he's shooting himself on the leg because he'll loose the trust and commitment of his employees or team members. When can't meet up with your promise ensure you let your people know the di culty you're facing, apologise and ask for their forgiveness. This will strengthen the trust they have in you. Respect: Let your words show that you respect and value your employees or team members.

If you don't, they'll become demotivated and you'll loose their commitment. Your team members want to know that you value their contributions in accomplishing the organization's goals. It's part of the ways you support them.

Plainness: Ensure it's clear enough and easy for them to know what you want - your expectations. According to Gallup, "50% of employees clearly know what is expected of them at work." In another organization I consulted for, I noticed that the supervisors we're nding it dicult to understand exactly what their leader wanted. And it was emotionally troubling for them. At a point they lost their condence in getting the work done because they didn't know what to do that will appeal to their leader. More importantly, you have to learn to listen to your employees. They know a lot that you're not taking advantage of to move the organization forward. Get them to talk to you while you listen. They truly would want to help with ideas and strategies.

Not like a certain organization where management announced a new program welcoming suggestions from employees. Then a machine operator went to his supervisor to suggest a way to improve the work process on his line.

The supervisor said, “I don’t pay you to think; I pay you to work. So, tomorrow morning when you come in, just leave that big brain of yours in your car." The operator answered, “I can’t sir. I drive a compact car.” And he never o ered another idea to the supervisor. His motivation was turned o . You want approach things in way that will help achieve high performance with your people. Godswill O. Erondu is the pioneer, Africa Workplace Leadership Summit. A leadership expert that works with organizations - private and public - to transform their leadership and culture in order to achieve superior performance and increased productivity.