Are most workers capable of doing more in the workplace? What workers are saying about themselves may truly surprise you. According to a study by William M. Mercer, Inc. 25% of workers stated they were capable of performing 50% more work! On average, all respondents estimated they could actually do 26% more work than they presently do.
So why don’t they? Over 33% mentioned a lack of adequate training and good supervision. About 33% of those surveyed specifically mentioned one or more of the following three statements. We have highlighted the stated reason in “red” followed by our own comments on why these are so harmful to morale and effectiveness. These problems are the direct result of poor leadership in an organization.
1. The lack of a reward for good performance. The right kind of rewards for good performance is a strong motivator. It shows appreciation and recognition for a “job well done”. For example, providing generic merit wages to all employees (whether they perform well or not) is an insult to high performers, and sends the message that good performance and poor performance are valued equally and rewarded evenly. A successful leader will find various and creative ways to reward those who excel and work effectively on the job. Remember that a reward does not always need to be monetary to be effective!
2. Not being involved in decision-making. This is a common problem in the workplace. Workers who are closest to the actual marketplace (and customers) are typically ignored and rarely consulted. On the other hand, individuals who are farther away from the customer or constituents tend to be the decision-makers. This is the end-result of an ineffective hierarchy and managerial arrogance. Yes, it takes time and patience to solicit “input and ideas” from various workers who may not be either managers or articulate. But, their experience and knowledge of the “trenches” is invaluable and will result in better decision-making. When employees are left out of the process, especially when a decision involves their work skills, it tells them they and their ideas don’t really matter. People who feel this way will not perform all the work they are fully capable of. Sound leaders learn how to tap into this powerful human resource and are able to greatly improve the quality of the decisions they make.
3. No opportunity for advancement. Imagine that you are an enthusiastic worker who has a deep desire to advance to another position within an organization. You receive rave reviews and are recognized as a good performer. Now imagine how you feel when a desirable position becomes open and someone is brought in from the “outside” to fill it! Also, imagine that you are not even considered or interviewed for the position. Unfortunately, this scenario happens thousands of times every day. It costs many organizations highly talented individuals who resentfully leave to pursue a career where they are appreciated and have opportunities for advancement. As a leader, it is essential for you to discover which employees have a strong desire for advancement and find ways to meet their needs. Recognizing and retaining talented people is essential to reach the organizations mission and achieve its vision.
Article by: http://www.leadingtoday.org