What is Employee Engagement & 10 Ways to Boost It

Picture two teams: one filled with individuals who are energized, committed, and proactive, eager to contribute ideas, innovate, and collaborate. The other, disengaged, going through the motions, lacking enthusiasm, and counting down the hours until the workday ends.

The difference?

Employee engagement.

A striking statistic brings this into focus: organizations with highly engaged employees experience 21% higher profitability than those with lower engagement levels. But the impact goes beyond numbers. Engaged employees fuel innovation, strengthen customer relationships, and build resilient, high-performing cultures.

In this article, we’ll unpack what employee engagement really means, why it matters, and, most importantly, how to cultivate it in your organization. Expect practical, actionable strategies to build a thriving, motivated workforce.

What does a Fully Engaged Workplace Looks Like?

What do leaders with truly engaged teams say about their people?

• They don’t just show up – they show up with purpose.
• They contribute to innovation, rather than just completing tasks.
• They take pride in their work, not just in their job title.
• They align their efforts with the organization’s mission, not just their own goals.

Engagement is more than enthusiasm, it’s a mindset and a way of working. It’s what transforms a workforce into a force to be reckoned with.

Gallup describes it as the level of involvement and enthusiasm employees have in their work and workplace. Ask any leader of a high-performing team, and they’ll tell you: you feel the difference when it’s there.

What does engagement look like in action?

It’s the employee who spots an opportunity and takes the initiative. The team that rallies to solve a challenge because they care about the outcome. The culture where people don’t just work for the company; they work with it.

This is what separates a team that clocks in and out from one that thrives. And it’s what turns a good organization into a great one.

Engaged vs. Disengaged Employees

Not all employees experience work the same way. Here’s the stark contrast between those who are engaged and those who are not:

Disengagement affects more than individual performance, it drags down morale, damages customer relationships, and weakens business success.

Key Drivers of Engagement

What makes an employee truly engaged? Research shows that these key factors play a defining role:

1. Trust in Leadership – Employees need to believe in the vision and integrity of their leaders.
2. Clear Communication – Transparency fosters connection and a sense of purpose.
3. Recognition & Appreciation – Feeling valued is a fundamental driver of engagement.
4. Career Growth & Development – Opportunities to learn and progress keep employees motivated.
5. Workplace Culture & Belonging – A sense of inclusion and alignment with company values matters.
6. Autonomy & Empowerment – Trusting employees with responsibility boosts ownership and commitment.

When organizations nurture these drivers, they create environments where employees do more than work, they thrive

How to Measure Employee Engagement

Measuring engagement is more than a checkbox exercise. It’s about understanding your people: their experiences, motivations, and challenges. Done right, it becomes a roadmap for real improvement.

But how do you measure something as intangible as engagement?

The key? A mix of surveys, analytics, and honest conversations.

One of the most effective ways to gauge engagement is through employee surveys. Tools like Gallup’s Q12 framework or short, frequent pulse surveys offer valuable insights into how employees feel about their work, leadership, and the organization as a whole.

The key is to go beyond generic questions. Instead of simply asking, “Are you happy at work?”, a more revealing question would be:

“Do you feel your contributions are valued?”
“Does your work give you a sense of purpose?”

Thoughtful questions lead to meaningful answers, and real engagement insights.

Beyond surveys, behavioral data can tell a powerful story.

High absenteeism, increased turnover, or a drop in productivity are often symptoms of deeper engagement issues. Retention rates, for example, can highlight whether employees see a future in the organization. A sudden spike in turnover should prompt leaders to ask: What’s changed? Are employees leaving because they don’t feel heard, valued, or challenged?

One particularly effective engagement metric is Employee Net Promoter Score (eNPS). Based on the Net Promoter Score (NPS) used in customer experience, eNPS asks employees a simple question:

“On a scale of 0-10, how likely are you to recommend this organization as a great place to work?”

Employees are then categorized as:

• Promoters (9-10): Highly engaged and enthusiastic about the company.
• Passives (7-8): Neutral employees who aren’t actively disengaged but could be swayed.
• Detractors (0-6): Unhappy employees who may be disengaged or likely to leave.

The eNPS score is calculated by subtracting the percentage of Detractors from the percentage of Promoters. A positive score indicates a higher level of engagement, while a negative score signals underlying issues that need attention.

While data is essential, numbers alone don’t tell the full story. This is where conversations matter.

Regular one-to-one check-ins between managers and employees can uncover hidden frustrations or blockers that surveys might miss. Exit interviews, too, can reveal valuable insights. Sometimes, it’s only when employees are leaving that they feel comfortable sharing the truth.

Ultimately, measuring engagement isn’t about collecting data for the sake of it. It’s about listening, acting, and creating an environment where employees feel heard and supported. The most effective organisations go beyond measurement; they use what they learn to build stronger, more connected workplaces.

10 Actionable Strategies to Boost Employee Engagement

Measuring engagement is step one. Taking action is where real change happens.

Want to create a workplace where employees feel motivated, valued, and empowered? Here are 10 proven strategies to build a culture of engagement that drives performance and retention.

1. Foster Open Communication

Employees want to feel heard. Creating a culture where communication flows both ways, where leaders listen as much as they speak, helps build trust. Hold weekly check-ins, encourage anonymous feedback channels, and ensure managers are approachable. Transparency from leadership can make employees feel more invested in the organization’s direction.

2. Recognize and Appreciate Contributions

Recognition is one of the most powerful drivers of engagement. Employees who feel appreciated are more likely to stay motivated and committed. Introduce peer-to-peer recognition programs, celebrate wins in team meetings, and personalize appreciation, whether through a simple “thank you” or a public shout-out.

3. Empower Employees with Autonomy

Micromanagement kills engagement. Trust your employees by giving them ownership over their work. Allow for flexible working hours, provide decision-making authority, and let employees shape their roles in ways that play to their strengths. Autonomy breeds accountability and innovation.

4. Invest in Development and Growth

A lack of career progression is a major reason employees disengage. Create a culture of learning by offering mentorship programs, leadership training, and upskilling opportunities can help employees see a future within the organization. When people grow, they stay.

5. Align Work with Purpose

Employees are more engaged when they feel their work has meaning. Connect everyday tasks to the organization’s mission. Help employees understand how their contributions impact the bigger picture, whether that’s through storytelling, sharing customer success stories, or involving them in strategic discussions.

6. Promote Employee Well-being

Engagement and well-being go hand in hand. Support your employees’ physical and mental health with wellness initiatives, mental health days, and stress management resources. A burnt-out employee cannot be an engaged employee.

7. Make Work More Visually Engaging

Not all communication should be text-heavy. Use infographics, videos, and visual storytelling to keep engagement high. A photo mosaic showcasing team achievements or a short video from leadership can have a greater impact than another long email.

8. Build an Inclusive Decision-Making Culture

Employees feel more engaged when they have a voice in how strategy is put into action. Give them input on team and departmental goals, involve them in key discussions, and encourage cross-functional collaboration. When people feel included in shaping how work gets done, they feel valued.

9. Strengthen the Onboarding Experience

First impressions matter. A structured, engaging onboarding process can set employees up for long-term success. Assign mentorship pairings, create immersive onboarding experiences, and ensure new hires feel welcomed and supported from day one.

10. Monitor, Adapt, and Iterate

Engagement is not a one-time initiative, it’s an ongoing process. Use real-time feedback, pulse surveys, and agile performance management to continuously refine your approach. What works today may need adjusting tomorrow, so stay responsive to your employees’ needs.

Employee engagement isn’t built on perks or gimmicks. It’s about creating a workplace where people feel valued, empowered, and inspired. By implementing these strategies, organizations can cultivate a culture that drives performance, loyalty, and long-term success.

Next, we’ll look at how to turn these strategies into a structured Employee Engagement Action Plan.

Creating an Employee Engagement Action Plan

Understanding engagement is one thing, implementing meaningful change is another.

A well-structured Employee Engagement Action Plan turns ideas into measurable, impactful initiatives that drive long-term results.

Step 1: Define Clear Goals

What does success look like? Setting specific, measurable engagement goals is essential. Instead of vague aims like “improve engagement,” set a clear target:

❌ Reduce disengagement
✅ Increase eNPS score by 15% in 12 months
✅ Reduce voluntary turnover from 18% to 12% within a year

When you define engagement in tangible terms, it becomes easier to track progress and adapt when needed.

Step 2: Identify Key Challenges

What’s holding your employees back? Use survey data, one-on-one feedback, and exit interview insights to identify recurring issues. Are employees frustrated by lack of recognition? Limited growth opportunities? Poor communication?

A company might discover that career stagnation is a major issue. Employees feel stuck, leading to low motivation. The solution? More structured career pathways, mentorship programs, and training investments.

Step 3: Assign Ownership

Employee engagement isn’t solely an HR initiative, it’s a company-wide responsibility. While HR may guide the process, managers and senior leaders are the ones who bring it to life every day.

📌 HR Teams → Design and implement engagement initiatives
📌 Managers → Act as engagement champions within teams
📌 Senior Leadership → Set the tone and model engagement behaviors

If the goal is to improve feedback culture, HR may create the framework, but managers must lead the charge in delivering meaningful feedback.

Step 4: Take Action & Communicate the Plan

A plan is only effective if it’s clearly communicated and acted upon. Transparency is key, employees should know what’s being done to improve engagement and how they can contribute.

A best practice at some companies is to announce engagement initiatives in company-wide meetings, follow up with emails, and create an internal dashboard that tracks progress.

If peer-to-peer recognition is introduced as a new initiative, employees need to know how it works, why it matters, and how they can participate.

Step 5: Track Progress & Adjust

Engagement is not a one-time fix, it’s an ongoing effort. Set quarterly check-ins to review progress, analyse engagement data, and adapt strategies where needed.

❓ Are retention rates improving?
❓ What is the data telling you about shifts in employee sentiment?
❓ How many managers have an engagement strategy in place and are actively implementing it?
❓ How many managers are reporting progress in engaging their teams?

If something isn’t working, pivot. The best engagement strategies are agile, responsive, and continuously evolving.

We’ve put together a free employee engagement action plan template for you to download. Simply click the link below and download the PDF:

Free Employee Engagement Action Plan Template

A structured plan ensures that employee engagement isn’t left to chance—it becomes a strategic priority. With clear goals, assigned accountability, and regular check-ins, organizations can create an environment where employees feel valued, empowered, and motivated to contribute their best.

The Business Impact of Engagement

Engaged employees don’t just work harder, they work smarter and with greater dedication. Research consistently shows the tangible benefits of an engaged workforce:

✅ 17% higher productivity – Engaged teams achieve more, work efficiently, and drive business outcomes. (2024, Gallup Study)
✅ 59% lower turnover – Employees who feel valued and connected stay longer, reducing recruitment costs. (2015, Harvard Business Review Study)
✅ 10% higher customer satisfaction – Motivated employees lead to better service and stronger customer relationships.(2015, Harvard Business Review Study)
✅ 41% fewer quality defects – Engaged employees take ownership of their work, leading to higher standards and fewer errors. (2024, Gallup Study)

A disengaged workforce, on the other hand, leads to higher absenteeism, increased turnover, and reduced innovation, all of which negatively impact the bottom line.

Employee Well-being & Engagement

Engagement isn’t just about output, it directly affects employee well-being.

Disengaged employees are more likely to experience burnout, stress, and job dissatisfaction, while engaged employees tend to be:

✔ More resilient – They navigate challenges with a proactive mindset.
✔ More fulfilled – They find purpose in their work and take pride in their contributions.
✔ Healthier – A positive work environment reduces stress and supports mental well-being.

When organizations invest in engagement, they don’t just build better businesses, they create better workplaces.

The Power of Employee Engagement

Good employee engagement leads to a positive workplace culture that thrives. From higher productivity and retention to better customer satisfaction and innovation, engaged employees are the driving force behind every successful organization.

The good news? You don’t have to overhaul everything at once. Start small. Choose one strategy, perhaps launching a recognition program, improving feedback loops, or aligning work with purpose. Measure its impact, refine your approach, and build from there.

Because when employees feel valued, connected, and empowered, they don’t just show up to work, they show up for the work. And that’s where real success begins.

What is Employee Engagement & 10 Ways to Boost It

Picture two teams: one filled with individuals who are energised, committed, and proactive, eager to contribute ideas, innovate, and collaborate. The other, disengaged, going through the motions, lacking enthusiasm, and counting down the hours until the workday ends.

The difference?

Employee engagement.

A striking statistic brings this into focus: organisations with highly engaged employees experience 21% higher profitability than those with lower engagement levels. But the impact goes beyond numbers. Engaged employees fuel innovation, strengthen customer relationships, and build resilient, high-performing cultures.

In this article, we’ll unpack what employee engagement really means, why it matters, and, most importantly, how to cultivate it in your organisation. Expect practical, actionable strategies to build a thriving, motivated workforce.

What does a Fully Engaged Workplace Looks Like?

What do leaders with truly engaged teams say about their people?

• They don’t just show up – they show up with purpose.
• They contribute to innovation, rather than just completing tasks.
• They take pride in their work, not just in their job title.
• They align their efforts with the organisation’s mission, not just their own goals.

Engagement is more than enthusiasm, it’s a mindset and a way of working. It’s what transforms a workforce into a force to be reckoned with.

Gallup describes it as the level of involvement and enthusiasm employees have in their work and workplace. Ask any leader of a high-performing team, and they’ll tell you: you feel the difference when it’s there.

What does engagement look like in action?

It’s the employee who spots an opportunity and takes the initiative. The team that rallies to solve a challenge because they care about the outcome. The culture where people don’t just work for the company; they work with it.

This is what separates a team that clocks in and out from one that thrives. And it’s what turns a good organisation into a great one.

Engaged vs. Disengaged Employees

Not all employees experience work the same way. Here’s the stark contrast between those who are engaged and those who are not:

Disengagement affects more than individual performance, it drags down morale, damages customer relationships, and weakens business success.

Key Drivers of Engagement

What makes an employee truly engaged? Research shows that these key factors play a defining role:

1. Trust in Leadership – Employees need to believe in the vision and integrity of their leaders.
2. Clear Communication – Transparency fosters connection and a sense of purpose.
3. Recognition & Appreciation – Feeling valued is a fundamental driver of engagement.
4. Career Growth & Development – Opportunities to learn and progress keep employees motivated.
5. Workplace Culture & Belonging – A sense of inclusion and alignment with company values matters.
6. Autonomy & Empowerment – Trusting employees with responsibility boosts ownership and commitment.

When organisations nurture these drivers, they create environments where employees do more than work, they thrive

How to Measure Employee Engagement

Measuring engagement is more than a checkbox exercise. It’s about understanding your people: their experiences, motivations, and challenges. Done right, it becomes a roadmap for real improvement.

But how do you measure something as intangible as engagement?

The key? A mix of surveys, analytics, and honest conversations.

One of the most effective ways to gauge engagement is through employee surveys. Tools like Gallup’s Q12 framework or short, frequent pulse surveys offer valuable insights into how employees feel about their work, leadership, and the organisation as a whole.

The key is to go beyond generic questions. Instead of simply asking, “Are you happy at work?”, a more revealing question would be:

“Do you feel your contributions are valued?”
“Does your work give you a sense of purpose?”

Thoughtful questions lead to meaningful answers, and real engagement insights.

Beyond surveys, behavioural data can tell a powerful story.

High absenteeism, increased turnover, or a drop in productivity are often symptoms of deeper engagement issues. Retention rates, for example, can highlight whether employees see a future in the organisation. A sudden spike in turnover should prompt leaders to ask: What’s changed? Are employees leaving because they don’t feel heard, valued, or challenged?

One particularly effective engagement metric is Employee Net Promoter Score (eNPS). Based on the Net Promoter Score (NPS) used in customer experience, eNPS asks employees a simple question:

“On a scale of 0-10, how likely are you to recommend this organisation as a great place to work?”

Employees are then categorised as:

• Promoters (9-10): Highly engaged and enthusiastic about the company.
• Passives (7-8): Neutral employees who aren’t actively disengaged but could be swayed.
• Detractors (0-6): Unhappy employees who may be disengaged or likely to leave.

The eNPS score is calculated by subtracting the percentage of Detractors from the percentage of Promoters. A positive score indicates a higher level of engagement, while a negative score signals underlying issues that need attention.

While data is essential, numbers alone don’t tell the full story. This is where conversations matter.

Regular one-to-one check-ins between managers and employees can uncover hidden frustrations or blockers that surveys might miss. Exit interviews, too, can reveal valuable insights. Sometimes, it’s only when employees are leaving that they feel comfortable sharing the truth.

Ultimately, measuring engagement isn’t about collecting data for the sake of it. It’s about listening, acting, and creating an environment where employees feel heard and supported. The most effective organisations go beyond measurement; they use what they learn to build stronger, more connected workplaces.

10 Actionable Strategies to Boost Employee Engagement

Measuring engagement is step one. Taking action is where real change happens.

Want to create a workplace where employees feel motivated, valued, and empowered? Here are 10 proven strategies to build a culture of engagement that drives performance and retention.

1. Foster Open Communication

Employees want to feel heard. Creating a culture where communication flows both ways, where leaders listen as much as they speak, helps build trust. Hold weekly check-ins, encourage anonymous feedback channels, and ensure managers are approachable. Transparency from leadership can make employees feel more invested in the organisation’s direction.

2. Recognise and Appreciate Contributions

Recognition is one of the most powerful drivers of engagement. Employees who feel appreciated are more likely to stay motivated and committed. Introduce peer-to-peer recognition programs, celebrate wins in team meetings, and personalise appreciation, whether through a simple “thank you” or a public shout-out.

3. Empower Employees with Autonomy

Micromanagement kills engagement. Trust your employees by giving them ownership over their work. Allow for flexible working hours, provide decision-making authority, and let employees shape their roles in ways that play to their strengths. Autonomy breeds accountability and innovation.

4. Invest in Development and Growth

A lack of career progression is a major reason employees disengage. Create a culture of learning by offering mentorship programs, leadership training, and upskilling opportunities can help employees see a future within the organisation. When people grow, they stay.

5. Align Work with Purpose

Employees are more engaged when they feel their work has meaning. Connect everyday tasks to the organisation’s mission. Help employees understand how their contributions impact the bigger picture, whether that’s through storytelling, sharing customer success stories, or involving them in strategic discussions.

6. Promote Employee Well-being

Engagement and well-being go hand in hand. Support your employees’ physical and mental health with wellness initiatives, mental health days, and stress management resources. A burnt-out employee cannot be an engaged employee.

7. Make Work More Visually Engaging

Not all communication should be text-heavy. Use infographics, videos, and visual storytelling to keep engagement high. A photo mosaic showcasing team achievements or a short video from leadership can have a greater impact than another long email.

8. Build an Inclusive Decision-Making Culture

Employees feel more engaged when they have a voice in how strategy is put into action. Give them input on team and departmental goals, involve them in key discussions, and encourage cross-functional collaboration. When people feel included in shaping how work gets done, they feel valued.

9. Strengthen the Onboarding Experience

First impressions matter. A structured, engaging onboarding process can set employees up for long-term success. Assign mentorship pairings, create immersive onboarding experiences, and ensure new hires feel welcomed and supported from day one.

10. Monitor, Adapt, and Iterate

Engagement is not a one-time initiative, it’s an ongoing process. Use real-time feedback, pulse surveys, and agile performance management to continuously refine your approach. What works today may need adjusting tomorrow, so stay responsive to your employees’ needs.

Employee engagement isn’t built on perks or gimmicks. It’s about creating a workplace where people feel valued, empowered, and inspired. By implementing these strategies, organisations can cultivate a culture that drives performance, loyalty, and long-term success.

Next, we’ll look at how to turn these strategies into a structured Employee Engagement Action Plan.

Creating an Employee Engagement Action Plan

Understanding engagement is one thing, implementing meaningful change is another.

A well-structured Employee Engagement Action Plan turns ideas into measurable, impactful initiatives that drive long-term results.

Step 1: Define Clear Goals

What does success look like? Setting specific, measurable engagement goals is essential. Instead of vague aims like “improve engagement,” set a clear target:

❌ Reduce disengagement
✅ Increase eNPS score by 15% in 12 months
✅ Reduce voluntary turnover from 18% to 12% within a year

When you define engagement in tangible terms, it becomes easier to track progress and adapt when needed.

Step 2: Identify Key Challenges

What’s holding your employees back? Use survey data, one-on-one feedback, and exit interview insights to identify recurring issues. Are employees frustrated by lack of recognition? Limited growth opportunities? Poor communication?

A company might discover that career stagnation is a major issue. Employees feel stuck, leading to low motivation. The solution? More structured career pathways, mentorship programs, and training investments.

Step 3: Assign Ownership

Employee engagement isn’t solely an HR initiative, it’s a company-wide responsibility. While HR may guide the process, managers and senior leaders are the ones who bring it to life every day.

📌 HR Teams → Design and implement engagement initiatives
📌 Managers → Act as engagement champions within teams
📌 Senior Leadership → Set the tone and model engagement behaviours

If the goal is to improve feedback culture, HR may create the framework, but managers must lead the charge in delivering meaningful feedback.

Step 4: Take Action & Communicate the Plan

A plan is only effective if it’s clearly communicated and acted upon. Transparency is key, employees should know what’s being done to improve engagement and how they can contribute.

A best practice at some companies is to announce engagement initiatives in company-wide meetings, follow up with emails, and create an internal dashboard that tracks progress.

If peer-to-peer recognition is introduced as a new initiative, employees need to know how it works, why it matters, and how they can participate.

Step 5: Track Progress & Adjust

Engagement is not a one-time fix, it’s an ongoing effort. Set quarterly check-ins to review progress, analyse engagement data, and adapt strategies where needed.

❓ Are retention rates improving?
❓ What is the data telling you about shifts in employee sentiment?
❓ How many managers have an engagement strategy in place and are actively implementing it?
❓ How many managers are reporting progress in engaging their teams?

If something isn’t working, pivot. The best engagement strategies are agile, responsive, and continuously evolving.

We’ve put together a free employee engagement action plan template for you to download. Simply click the link below and download the PDF:

Free Employee Engagement Action Plan Template

A structured plan ensures that employee engagement isn’t left to chance—it becomes a strategic priority. With clear goals, assigned accountability, and regular check-ins, organisations can create an environment where employees feel valued, empowered, and motivated to contribute their best.

The Business Impact of Engagement

Engaged employees don’t just work harder, they work smarter and with greater dedication. Research consistently shows the tangible benefits of an engaged workforce:

✅ 17% higher productivity – Engaged teams achieve more, work efficiently, and drive business outcomes. (2024, Gallup Study)
✅ 59% lower turnover – Employees who feel valued and connected stay longer, reducing recruitment costs. (2015, Harvard Business Review Study)
✅ 10% higher customer satisfaction – Motivated employees lead to better service and stronger customer relationships.(2015, Harvard Business Review Study)
✅ 41% fewer quality defects – Engaged employees take ownership of their work, leading to higher standards and fewer errors. (2024, Gallup Study)

A disengaged workforce, on the other hand, leads to higher absenteeism, increased turnover, and reduced innovation, all of which negatively impact the bottom line.

Employee Well-being & Engagement

Engagement isn’t just about output, it directly affects employee well-being.

Disengaged employees are more likely to experience burnout, stress, and job dissatisfaction, while engaged employees tend to be:

✔ More resilient – They navigate challenges with a proactive mindset.
✔ More fulfilled – They find purpose in their work and take pride in their contributions.
✔ Healthier – A positive work environment reduces stress and supports mental well-being.

When organisations invest in engagement, they don’t just build better businesses, they create better workplaces.

The Power of Employee Engagement

Good employee engagement leads to a positive workplace culture that thrives. From higher productivity and retention to better customer satisfaction and innovation, engaged employees are the driving force behind every successful organisation.

The good news? You don’t have to overhaul everything at once. Start small. Choose one strategy, perhaps launching a recognition program, improving feedback loops, or aligning work with purpose. Measure its impact, refine your approach, and build from there.

Because when employees feel valued, connected, and empowered, they don’t just show up to work, they show up for the work. And that’s where real success begins.

Aligning Personal and Company Values: A Guide

Why Core Values Matter for Both you & your Company

People power every organization. Their values drive decisions, actions, and outcomes. By aligning personal and company values, you’ll notice extraordinary things start to happen. But what drives those behaviours? At the heart of it all are personal values – the underlying principles that guide how we think, feel and act.

When personal values match the organization’s culture, job satisfaction soars and productivity improves. Aligning personal values with company values fosters increased job satisfaction, employee engagement, and ultimately contributes to the success of the organization. When there’s a mismatch, it leads to frustration, resistance and wasted potential.

At Primeast we’ve seen values alignment transform not just the experience of work but the performance of organizations. It’s a foundation of a thriving workplace culture. With our free online personal values tool you can start to uncover what drives you and your team and lay the groundwork for meaningful alignment and real success.

In this article we’ll look at the role of personal values in shaping behaviours, building better teams and driving organizational results, and why alignment is key to long term success. Whether you’re an individual looking to understand your own drivers or a leader looking to strengthen your team’s culture, understanding values is the first step.

Understanding Your Personal Values

Your personal values are the invisible compass that guides every decision you make. They are what matters most to you; integrity, balance, achievement, compassion, to name a few. These values are deeply ingrained in your experiences and beliefs and shape how you approach challenges, interact with others and find purpose in your work. Personal values guide your thoughts, words, and actions, both personally and professionally.

When people are clear on their values they can bring their best self to the table. Self awareness allows them to make choices that align with their principles and therefore be more fulfilled and effective. For organizations this is gold. People who know and align their personal values with their role are more likely to be engaged and invested in their work.

Knowing your personal values is the first step to an authentic and empowered workforce. That’s why we offer our free online personal values tool to help you discover your top 10 values.

By knowing what drives you, you can make intentional input to your team and organization and set yourself up for success.

Get started today and find your own values. It’s a small step that can have big outcomes for you and your organization.

The Role of Corporate Values in Organizations

Corporate values are the foundation of success. They:

• Shape the company’s identity
• Guide decision-making
• Define employee interactions internally and externally

When corporate values are clearly defined and embraced, they create a cohesive company culture that fosters a positive work environment and drives employee engagement.

Imagine a company where integrity, innovation, and customer focus are core values. These principles will guide every action and decision, from how products are developed to how customer service is handled.

Employees will feel a sense of purpose and alignment with the company’s mission, leading to higher motivation and productivity. Customers and stakeholders will recognize and appreciate the consistency and authenticity of the company’s actions, strengthening their trust and loyalty.

By establishing and living by a clear set of corporate values, organizations can create a thriving culture that not only attracts top talent but also drives long-term business success.

It’s not just about having values written on a wall; it’s about embedding them into the very fabric of the organization.

Company Values and Their Importance

Company values are more than just words; they are the core principles that define an organization’s identity and purpose. These values provide a framework for decision-making, guiding employee behavior and shaping the overall culture. When company values are well-defined and consistently communicated, they create a positive work environment where employees feel engaged and motivated.

Consider a company that prioritizes teamwork, excellence, and respect. These values will influence how employees collaborate, strive for high standards, and treat each other with dignity. Such a culture not only enhances employee satisfaction but also drives better business outcomes.

Employees who feel aligned with the company’s values are more likely to be committed, productive, and innovative.

In essence, company values are the foundation upon which successful organizations are built. They help create a unified direction, foster a sense of belonging, and drive employee engagement. By living these values every day, companies can build strong relationships with customers and stakeholders, ultimately leading to sustained success.

Identifying and Defining Core Company Values

Identifying and defining core values is a fundamental step in building a strong and cohesive company culture. This process involves reflecting on the organization’s mission, vision, and purpose, as well as the principles that are most important to its success. Companies can create a clear and concise set of core values that guide employee behavior and decision-making.

To start, gather input from various stakeholders, including employees, leaders, and customers, to understand what values resonate most. Reflect on the organization’s history, achievements, and challenges to identify the principles that have driven success. Once these core values are identified, articulate them in a way that is clear, memorable, and actionable.

For example, a company might define its core values as integrity, innovation, and customer focus. These values should be more than just words; they should be embedded into every aspect of the organization, from hiring practices to performance evaluations.

By defining and living these core values, companies can create a shared sense of purpose and direction, fostering employee engagement and driving business success.

The benefits of Aligning Personal and Company Values

When we bring our values to work it doesn’t just affect our own behaviour it affects our teams and ultimately the culture of the organization. The average person will spend a significant amount of their life working, making the alignment of personal values crucial.

Aligned values are a unifying force that drive:

• Clarity: Teams understand shared goals and work cohesively.
• Trust: Employees feel respected and valued.
• Purpose: A shared mission motivates collaboration.

Conversely, misaligned values lead to:

• Misunderstandings: Confusion about expectations.
• Inefficiencies: Reduced productivity and missed opportunities.
• Conflict: Friction that stalls progress.

In high performing teams shared or complementary values are the foundation of success. For example when team members value honesty and openness communication flows even in tough times. When fairness and respect are the priority individuals feel empowered to contribute knowing their voice will be heard. These behaviours aren’t nice to have they are essential to building trust and innovation.

At an organizational level alignment between personal values and an organization’s culture can change how we experience work. Research from cultural assessments shows that organizations with high value alignment have higher engagement, stronger collaboration and greater resilience in the face of challenge.

Misalignment shows up as limiting behaviours such as hierarchy, confusion or silo mentality as Cultural Entropy® analysis reveals.

A shared understanding of values allows leaders to create a culture where individuals feel connected to the organization’s purpose. It’s that connection that drives loyalty, performance and turns employees into ambassadors. Whether you’re leading a small team or a global organization the ripple effect of values alignment can be felt in every interaction and outcome. Aligning personal and company values is crucial for achieving the organization’s goals.

Try it in your organization? Start with individual reflection and conversation. Use our personal values assessment to get the conversation started and align your team’s strengths with your values.

Communicating Values Effectively

Effective communication of values is crucial for embedding them into the organization’s culture. It’s not enough to simply define values; they must be communicated clearly and consistently to ensure that all employees understand and embody them. This involves using multiple channels and methods to reinforce the company’s values at every opportunity.

Start by integrating values into onboarding programs, ensuring that new employees understand the company’s core principles from day one. Use regular company-wide meetings to highlight how values are being lived out in the organisation, sharing stories and examples that bring them to life. Incorporate values into performance evaluations, recognizing and rewarding employees who exemplify them.

Additionally, create visual reminders of the company’s values, such as posters, screensavers, and internal newsletters. Encourage leaders to model the values in their daily actions and decisions, setting the tone for the rest of the organization.

If you are communicating values effectively, you can build a strong, values-driven culture that fosters employee engagement, builds trust, and drives business success.

How to Use Values for Organizational Success

Understanding and aligning values is more than an intellectual exercise, it’s a lever for real change.  Clearly articulated and defined values serve as a foundation for guiding employee behavior, decision-making, and overall company identity.

Companies with extremely healthy cultures see significant benefits, including increased stock price and revenue growth, which stem from the alignment of organisational and employee values, resulting in enhanced engagement and retention.

Here’s how individuals, teams and organizations can tap into the power of values to unlock potential and achieve success:

For Individuals

Find Your Values: Reflect on the principles that guide your decisions and actions. Use our free personal values assessment to clarify your core drivers.

Align Your Behaviour: Look at how your daily actions reflect your values. Small changes can increase your authenticity and job satisfaction. Aligning personal and company values can further enhance job satisfaction and employee engagement.

Tell Your Values: Share your values with colleagues and leaders. Open conversations build understanding and connection.

For Leaders and Teams

Team Reflection: Ask team members to explore and share their personal values. This will reveal commonalities and diversity. Model Aligned Behaviour: As a leader demonstrate how your personal and organizational values play out. This sets the tone and inspires your team to do the same. Companies and employees often share many of the same values, and recognizing this can enhance organizational cohesion and overall productivity.

Embed Values into Process: Put shared values into team goals, decision making frameworks and feedback mechanisms to align across every touchpoint.

For Company Culture

Conduct a Culture Assessment: Diagnose how personal, current and desired culture values align across your organization. This will give you a clear picture of what’s working and what needs attention. Core company values play a crucial role in shaping the employee experience and fostering a cohesive workplace environment.

Prioritise Key Values: Use assessment insights to identify the values that will drive engagement and success. Eliminate limiting values like bureaucracy or silos that will hold you back.

Bring Values to Life: Make values visible and actionable through leadership development, communication strategies and recognition programs. A living values framework means alignment becomes part of your culture.

By doing this you’ll create an environment where individuals can thrive, teams can work together and your organization can reach its full potential. Start small by understanding your own values and watch the ripple effect change the way your organization works.

Case Study Insights: The Measurable Impact of Alignment

The link between values alignment and organizational success isn’t just theoretical, it’s backed up by real results. Organizations that align values see measurable results:

• Higher employee engagement
• Improved business performance
• Reduced turnover

For example, data from cultural assessments shows a direct correlation between values alignment and lower Cultural Entropy®. Cultural Entropy measures the amount of friction caused by misaligned or limiting values, such as hierarchy, bureaucracy or internal competition. Organizations with lower Cultural Entropy get higher revenue growth, better customer satisfaction and lower turnover.

Take the example of a global media company that reduced voluntary staff turnover by 30% after addressing misalignments and reinforcing shared values. Or a Brazilian consumer goods company that got double digit revenue growth by creating a culture aligned to its employees and stakeholders values. These results show the power of prioritizing alignment.

At an individual level alignment gives employees meaning in their work, increasing their motivation and commitment. At a team level shared values build trust and collaboration, improving overall performance. And at an organizational level a values driven culture is a competitive advantage, allowing businesses to adapt and thrive in a fast changing world.

By starting with tools like the personal values assessment and conducting organisational culture evaluations, you can identify the gaps between personal, current, and desired values. These insights provide a clear roadmap to creating a culture where everyone can thrive.

Need help aligning your values?

At the heart of every successful business is a foundation of shared values. When people know their personal values and align them with their team and business culture the impact is huge. Engagement, collaboration and performance all improve and everyone and the business can thrive.

The journey to alignment starts with one step: self awareness. By knowing your personal values you’ll get clarity on what drives you and how you can contribute to your team and business. Tools like our free online personal values assessment make this easy and accessible, sparking conversations that can lead to deeper connections and shared purpose.

For leaders and businesses, alignment isn’t just about recognising values – it’s about living them. By putting values into decision making, development initiatives and culture building you create a workplace where people feel empowered and engaged.

Now is the time to unleash the potential in your people and your business. Explore your values, have open conversations and take deliberate action to align individual and business purpose. Together we can create cultures where people flourish and businesses succeed.

Aligning Personal and Company Values: A Guide

Why Core Values Matter for Both you & your Company

People power every organisation. Their values drive decisions, actions, and outcomes. By aligning personal and company values, you’ll notice extraordinary things start to happen. But what drives those behaviours? At the heart of it all are personal values – the underlying principles that guide how we think, feel and act.

When personal values match the organisation’s culture, job satisfaction soars and productivity improves. Aligning personal values with company values fosters increased job satisfaction, employee engagement, and ultimately contributes to the success of the organisation. When there’s a mismatch, it leads to frustration, resistance and wasted potential.

At Primeast we’ve seen values alignment transform not just the experience of work but the performance of organisations. It’s a foundation of a thriving workplace culture. With our free online personal values tool you can start to uncover what drives you and your team and lay the groundwork for meaningful alignment and real success.

In this article we’ll look at the role of personal values in shaping behaviours, building better teams and driving organisational results, and why alignment is key to long term success. Whether you’re an individual looking to understand your own drivers or a leader looking to strengthen your team’s culture, understanding values is the first step.

Understanding Your Personal Values

Your personal values are the invisible compass that guides every decision you make. They are what matters most to you; integrity, balance, achievement, compassion, to name a few. These values are deeply ingrained in your experiences and beliefs and shape how you approach challenges, interact with others and find purpose in your work. Personal values guide your thoughts, words, and actions, both personally and professionally.

When people are clear on their values they can bring their best self to the table. Self awareness allows them to make choices that align with their principles and therefore be more fulfilled and effective. For organisations this is gold. People who know and align their personal values with their role are more likely to be engaged and invested in their work.

Knowing your personal values is the first step to an authentic and empowered workforce. That’s why we offer our free online personal values tool to help you discover your top 10 values.

By knowing what drives you, you can make intentional input to your team and organisation and set yourself up for success.

Get started today and find your own values. It’s a small step that can have big outcomes for you and your organisation.

The Role of Corporate Values in Organisations

Corporate values are the foundation of success. They:

• Shape the company’s identity
• Guide decision-making
• Define employee interactions internally and externally

When corporate values are clearly defined and embraced, they create a cohesive company culture that fosters a positive work environment and drives employee engagement.

Imagine a company where integrity, innovation, and customer focus are core values. These principles will guide every action and decision, from how products are developed to how customer service is handled.

Employees will feel a sense of purpose and alignment with the company’s mission, leading to higher motivation and productivity. Customers and stakeholders will recognise and appreciate the consistency and authenticity of the company’s actions, strengthening their trust and loyalty.

By establishing and living by a clear set of corporate values, organisations can create a thriving culture that not only attracts top talent but also drives long-term business success.

It’s not just about having values written on a wall; it’s about embedding them into the very fabric of the organisation.

Company Values and Their Importance

Company values are more than just words; they are the core principles that define an organisation’s identity and purpose. These values provide a framework for decision-making, guiding employee behavior and shaping the overall culture. When company values are well-defined and consistently communicated, they create a positive work environment where employees feel engaged and motivated.

Consider a company that prioritises teamwork, excellence, and respect. These values will influence how employees collaborate, strive for high standards, and treat each other with dignity. Such a culture not only enhances employee satisfaction but also drives better business outcomes.

Employees who feel aligned with the company’s values are more likely to be committed, productive, and innovative.

In essence, company values are the foundation upon which successful organisations are built. They help create a unified direction, foster a sense of belonging, and drive employee engagement. By living these values every day, companies can build strong relationships with customers and stakeholders, ultimately leading to sustained success.

Identifying and Defining Core Company Values

Identifying and defining core values is a fundamental step in building a strong and cohesive company culture. This process involves reflecting on the organisation’s mission, vision, and purpose, as well as the principles that are most important to its success. Companies can create a clear and concise set of core values that guide employee behavior and decision-making.

To start, gather input from various stakeholders, including employees, leaders, and customers, to understand what values resonate most. Reflect on the organisation’s history, achievements, and challenges to identify the principles that have driven success. Once these core values are identified, articulate them in a way that is clear, memorable, and actionable.

For example, a company might define its core values as integrity, innovation, and customer focus. These values should be more than just words; they should be embedded into every aspect of the organisation, from hiring practices to performance evaluations.

By defining and living these core values, companies can create a shared sense of purpose and direction, fostering employee engagement and driving business success.

The benefits of Aligning Personal and Company Values

When we bring our values to work it doesn’t just affect our own behaviour it affects our teams and ultimately the culture of the organisation. The average person will spend a significant amount of their life working, making the alignment of personal values crucial.

Aligned values are a unifying force that drive:

• Clarity: Teams understand shared goals and work cohesively.
• Trust: Employees feel respected and valued.
• Purpose: A shared mission motivates collaboration.

Conversely, misaligned values lead to:

• Misunderstandings: Confusion about expectations.
• Inefficiencies: Reduced productivity and missed opportunities.
• Conflict: Friction that stalls progress.

In high performing teams shared or complementary values are the foundation of success. For example when team members value honesty and openness communication flows even in tough times. When fairness and respect are the priority individuals feel empowered to contribute knowing their voice will be heard. These behaviours aren’t nice to have they are essential to building trust and innovation.

At an organisational level alignment between personal values and an organisation’s culture can change how we experience work. Research from cultural assessments shows that organisations with high value alignment have higher engagement, stronger collaboration and greater resilience in the face of challenge.

Misalignment shows up as limiting behaviours such as hierarchy, confusion or silo mentality as Cultural Entropy® analysis reveals.

A shared understanding of values allows leaders to create a culture where individuals feel connected to the organisation’s purpose. It’s that connection that drives loyalty, performance and turns employees into ambassadors. Whether you’re leading a small team or a global organisation the ripple effect of values alignment can be felt in every interaction and outcome. Aligning personal and company values is crucial for achieving the organisation’s goals.

Try it in your organisation? Start with individual reflection and conversation. Use our personal values assessment to get the conversation started and align your team’s strengths with your values.

Communicating Values Effectively

Effective communication of values is crucial for embedding them into the organisation’s culture. It’s not enough to simply define values; they must be communicated clearly and consistently to ensure that all employees understand and embody them. This involves using multiple channels and methods to reinforce the company’s values at every opportunity.

Start by integrating values into onboarding programs, ensuring that new employees understand the company’s core principles from day one. Use regular company-wide meetings to highlight how values are being lived out in the organisation, sharing stories and examples that bring them to life. Incorporate values into performance evaluations, recognising and rewarding employees who exemplify them.

Additionally, create visual reminders of the company’s values, such as posters, screensavers, and internal newsletters. Encourage leaders to model the values in their daily actions and decisions, setting the tone for the rest of the organisation.

If you are communicating values effectively, you can build a strong, values-driven culture that fosters employee engagement, builds trust, and drives business success.

How to Use Values for Organisational Success

Understanding and aligning values is more than an intellectual exercise, it’s a lever for real change.  Clearly articulated and defined values serve as a foundation for guiding employee behavior, decision-making, and overall company identity.

Companies with extremely healthy cultures see significant benefits, including increased stock price and revenue growth, which stem from the alignment of organisational and employee values, resulting in enhanced engagement and retention.

Here’s how individuals, teams and organisations can tap into the power of values to unlock potential and achieve success:

For Individuals

Find Your Values: Reflect on the principles that guide your decisions and actions. Use our free personal values assessment to clarify your core drivers.

Align Your Behaviour: Look at how your daily actions reflect your values. Small changes can increase your authenticity and job satisfaction. Aligning personal and company values can further enhance job satisfaction and employee engagement.

Tell Your Values: Share your values with colleagues and leaders. Open conversations build understanding and connection.

For Leaders and Teams

Team Reflection: Ask team members to explore and share their personal values. This will reveal commonalities and diversity. Model Aligned Behaviour: As a leader demonstrate how your personal and organisational values play out. This sets the tone and inspires your team to do the same. Companies and employees often share many of the same values, and recognising this can enhance organizational cohesion and overall productivity.

Embed Values into Process: Put shared values into team goals, decision making frameworks and feedback mechanisms to align across every touchpoint.

For Company Culture

Conduct a Culture Assessment: Diagnose how personal, current and desired culture values align across your organisation. This will give you a clear picture of what’s working and what needs attention. Core company values play a crucial role in shaping the employee experience and fostering a cohesive workplace environment.

Prioritise Key Values: Use assessment insights to identify the values that will drive engagement and success. Eliminate limiting values like bureaucracy or silos that will hold you back.

Bring Values to Life: Make values visible and actionable through leadership development, communication strategies and recognition programs. A living values framework means alignment becomes part of your culture.

By doing this you’ll create an environment where individuals can thrive, teams can work together and your organisation can reach its full potential. Start small by understanding your own values and watch the ripple effect change the way your organisation works.

Case Study Insights: The Measurable Impact of Alignment

The link between values alignment and organisational success isn’t just theoretical, it’s backed up by real results. Organisations that align values see measurable results:

• Higher employee engagement
• Improved business performance
• Reduced turnover

For example, data from cultural assessments shows a direct correlation between values alignment and lower Cultural Entropy®. Cultural Entropy measures the amount of friction caused by misaligned or limiting values, such as hierarchy, bureaucracy or internal competition. Organisations with lower Cultural Entropy get higher revenue growth, better customer satisfaction and lower turnover.

Take the example of a global media company that reduced voluntary staff turnover by 30% after addressing misalignments and reinforcing shared values. Or a Brazilian consumer goods company that got double digit revenue growth by creating a culture aligned to its employees and stakeholders values. These results show the power of prioritising alignment.

At an individual level alignment gives employees meaning in their work, increasing their motivation and commitment. At a team level shared values build trust and collaboration, improving overall performance. And at an organisational level a values driven culture is a competitive advantage, allowing businesses to adapt and thrive in a fast changing world.

By starting with tools like the personal values assessment and conducting organisational culture evaluations, you can identify the gaps between personal, current, and desired values. These insights provide a clear roadmap to creating a culture where everyone can thrive.

Need help aligning your values?

At the heart of every successful business is a foundation of shared values. When people know their personal values and align them with their team and business culture the impact is huge. Engagement, collaboration and performance all improve and everyone and the business can thrive.

The journey to alignment starts with one step: self awareness. By knowing your personal values you’ll get clarity on what drives you and how you can contribute to your team and business. Tools like our free online personal values assessment make this easy and accessible, sparking conversations that can lead to deeper connections and shared purpose.

For leaders and businesses, alignment isn’t just about recognising values – it’s about living them. By putting values into decision making, development initiatives and culture building you create a workplace where people feel empowered and engaged.

Now is the time to unleash the potential in your people and your business. Explore your values, have open conversations and take deliberate action to align individual and business purpose. Together we can create cultures where people flourish and businesses succeed.

Feedback Models – Why Do We Still Get it Wrong?

In the world of modern leadership, feedback is a critical tool for employee development and team growth. Creating a feedback culture is often spoken about as the ideal for organisations; they dream of a world where teams operate in a psychologically safe space, where communication is constructive, compassionate and collaborative. Teams strive for open, honest conversation, where boundaries are pushed safely and innovatively; where employees strive for continuous improvement based on radical candor, non-judgmental, unbiased communication; where striving for better, drives best performance.

So, why is it still the most common request we receive when designing leadership development programs? Why do we still get it wrong?

Despite the abundance of feedback models, leaders often fail to effectively communicate, leaving teams confused or disillusioned.

We explore why that might be the case, starting with a brief look at some of the most commonly referenced feedback models. We dive into what leaders may be missing when it comes to giving and receiving feedback.

The top 5 Feedback Models

1. SBI (Situation-Behavior-Impact)
This model promotes a process which begins with defining a specific situation, the behavior observed, and the impact it had on others. It aims to be clear and objective but often lacks a focus on actionable steps.

2. AID (Action-Impact-Desired Behaviour/Do)
Similar to SBI, the AID model stresses the impact of an action and what change is needed in the future. It’s helpful for steering behavior in a constructive way but can feel prescriptive.

3. IDEA (Identify-Describe-Encourage-Action)
IDEA adopts a more coach-based approach; including encouragement alongside actionable feedback, which fosters support. Leaders may struggle with balancing honesty and positivity, potentially downplaying necessary criticism.

4. EEC (Example-Effect-Change/Continue)

A model that aims to capture the impetus for change to improve outcomes; recognizing and advocating for positive affirmation in equal measure.

5. STAR/L (Situation-Task-Action-Result/Learning)

A popular feedback model however it can lack focus on improvement and change; hence the addition of the L-Learning.

What’s Missing: Why Leaders Still Get It Wrong

Despite these well-structured models, feedback often misses the mark. Here’s why:

1. Emotional Intelligence and Empathy
Models provide structure, but leadership requires emotional intelligence. Many leaders focus on following the formula of a feedback model without tuning into the emotions of the recipient. Effective feedback requires a genuine understanding of the other person’s feelings and how the feedback will be received. For example, even well-delivered constructive feedback can trigger defensiveness if empathy isn’t shown. Leaders take care to consider ‘intention’ and what you want the ‘receiver’ to take away, while being aware of your own communication styles and how you may need to adapt this to meet the listener.

2. Actionability vs. Reflection
Feedback should always be actionable, yet leaders often forget to offer specific ways for improvement. Many models outline what needs to change but stop short of equipping the recipient with tools or guidance to improve. Help the receiver to consider ways they might change their thinking and behaviors in light of the desired impact. When feedback lacks practical steps, it becomes overwhelming and ineffective.

3. Consistency and Timing/Regularity
Leaders can either wait too long for formal feedback sessions or give feedback at inappropriate times. Feedback needs to be regular and provided close to the behavior it addresses. Delaying feedback for quarterly reviews makes it less effective, as employees may no longer connect the feedback to the specific behavior. On an organization level, inconsistency in terms of quality of feedback, tone and specifics can have a knock on effect in terms of morale and engagement. Train your leaders to give and receive feedback well.

4. Clarity and Directness
One common mistake is a lack of clarity. Feedback must be straightforward, yet many leaders beat around the bush, fearing confrontation. The feedback becomes muddled, leaving employees unsure of what to actually improve.

5. One-Sided Communication
Feedback should be a conversation, not a monologue. While some models encourage dialogue, many leaders still treat feedback as a one-way process. They focus solely on delivering their message without listening to the recipient’s perspective or allowing space for questions.

6. Over-Reliance on the Model
While feedback models provide structure, they are not a substitute for genuine connection. Leaders can get bogged down by adhering strictly to the model, losing the personal touch necessary to make feedback meaningful. Models are guides, not rules, and leaders must adapt their approach based on the individual and the situation.

Conclusion

Despite the plethora of feedback models available, leaders often fail because they overlook the human aspect of feedback. The best models provide structure, but true feedback success lies in emotional intelligence, actionable steps, clear communication, and a focus on dialogue rather than delivering a formulaic response. By incorporating empathy and real-time adjustments into their feedback, leaders can create the kind of culture where feedback, really is the gift it should be.

 

Feedback Models – Why Do We Still Get it Wrong?

In the world of modern leadership, feedback is a critical tool for employee development and team growth. Creating a feedback culture is often spoken about as the ideal for organisations; they dream of a world where teams operate in a psychologically safe space, where communication is constructive, compassionate and collaborative. Teams strive for open, honest conversation, where boundaries are pushed safely and innovatively; where employees strive for continuous improvement based on radical candour, non-judgmental, unbiased communication; where striving for better, drives best performance.

So, why is it still the most common request we receive when designing leadership development programmes? Why do we still get it wrong?

Despite the abundance of feedback models, leaders often fail to effectively communicate, leaving teams confused or disillusioned.

We explore why that might be the case, starting with a brief look at some of the most commonly referenced feedback models. We dive into what leaders may be missing when it comes to giving and receiving feedback.

The Top 5 Feedback Models

1. SBI (Situation-Behaviour-Impact)
This model promotes a process which begins with defining a specific situation, the behaviour observed, and the impact it had on others. It aims to be clear and objective but often lacks a focus on actionable steps.

2. AID (Action-Impact-Desired Behaviour/Do)
Similar to SBI, the AID model stresses the impact of an action and what change is needed in the future. It’s helpful for steering behaviour in a constructive way but can feel prescriptive.

3. IDEA (Identify-Describe-Encourage-Action)
IDEA adopts a more coach-based approach; including encouragement alongside actionable feedback, which fosters support. Leaders may struggle with balancing honesty and positivity, potentially downplaying necessary criticism.

4. EEC (Example-Effect-Change/Continue)

A model that aims to capture the impetus for change to improve outcomes; recognising and advocating for positive affirmation in equal measure.

5. STAR/L (Situation-Task-Action-Result/Learning)

A popular feedback model however it can lack focus on improvement and change; hence the addition of the L-Learning.

What’s Missing: Why Leaders Still Get It Wrong

Despite these well-structured models, feedback often misses the mark. Here’s why:

1. Emotional Intelligence and Empathy
Models provide structure, but leadership requires emotional intelligence. Many leaders focus on following the formula of a feedback model without tuning into the emotions of the recipient. Effective feedback requires a genuine understanding of the other person’s feelings and how the feedback will be received. For example, even well-delivered constructive feedback can trigger defensiveness if empathy isn’t shown. Leaders take care to consider ‘intention’ and what you want the ‘receiver’ to take away, while being aware of your own communication styles and how they may need to adapt this to meet the listener.

2. Actionability vs. Reflection
Feedback should always be actionable, yet leaders often forget to offer specific ways for improvement. Many models outline what needs to change but stop short of equipping the recipient with tools or guidance to improve. Help the receiver to consider ways they might change their thinking and behaviours in light of the desired impact. When feedback lacks practical steps, it becomes overwhelming and ineffective.

3. Consistency and Timing/Regularity
Leaders can either wait too long for formal feedback sessions or give feedback at inappropriate times. Feedback needs to be regular and provided close to the behaviour it addresses. Delaying feedback for quarterly reviews makes it less effective, as employees may no longer connect the feedback to the specific behaviour. On an organisation level, inconsistency in terms of quality of feedback, tone and specifics can have a knock on effect in terms of morale and engagement. Train your leaders to give and receive feedback well.

4. Clarity and Directness
One common mistake is a lack of clarity. Feedback must be straightforward, yet many leaders beat around the bush, fearing confrontation. The feedback becomes muddled, leaving employees unsure of what to actually improve.

5. One-Sided Communication
Feedback should be a conversation, not a monologue. While some models encourage dialogue, many leaders still treat feedback as a one-way process. They focus solely on delivering their message without listening to the recipient’s perspective or allowing space for questions.

6. Over-Reliance on the Model
While feedback models provide structure, they are not a substitute for genuine connection. Leaders can get bogged down by adhering strictly to the model, losing the personal touch necessary to make feedback meaningful. Models are guides, not rules, and leaders must adapt their approach based on the individual and the situation.

Conclusion

Despite the plethora of feedback models available, leaders often fail because they overlook the human aspect of feedback. The best models provide structure, but true feedback success lies in emotional intelligence, actionable steps, clear communication, and a focus on dialogue rather than delivering a formulaic response. By incorporating empathy and real-time adjustments into their feedback, leaders can create the kind of culture where feedback, really is the gift it should be.

How Employee Empowerment Effects Change Management

What is Employee Empowerment?

Employee empowerment is a transformative management approach that grants employees the autonomy, authority, and resources necessary to take ownership of their work and make independent decisions. Unlike traditional hierarchical structures where decision-making power is concentrated at the top, empowerment distributes this power throughout the organization. This shift enables employees to think critically, innovate, and solve problems independently, leading to increased job satisfaction, productivity, and engagement. When employees feel empowered, they are more likely to be motivated and committed to their roles, driving the organization’s success.

How to Build Sustainable Workplace Change with Employee Empowerment?

The process of leading change is different to other supervisory functions which most managers have undertaken. Yet organizations often make the mistake of selecting an executive to lead change based upon his or her recognized management abilities. Such abilities are mostly disassociated from those required in change management.

Change is difficult for most people. They fear it. People who fear change become disengaged from it. When this happens, change fails.

Leading change requires a skillset which includes understanding how to empower employees in the workplace. By empowering people in the process of change, you accept that change is not simply a process. It requires a new way of thinking, a new way of acting, and a greater ambition to collaborate, engage, and innovate. When employees are empowered to change, the future vision is given new meaning. The vision becomes a shared goal, and empowerment enables the goal to become a sustainable reality. Employee engagement is crucial in this context, as it directly impacts the success of the change process.

To successfully lead change, it is essential to encourage employees to take ownership and initiative in their work. This fosters a culture where employees feel empowered to tackle tasks autonomously, communicate openly, and engage in problem-solving, thereby enhancing their productivity and creativity within the organization.

In this article, you’’ll learn to leverage empowerment in change management. As we compare the fortunes of two largescale organizational change projects, you’’ll discover how the chief executives of JC Penney and Telstra took very different approaches when their companies were suffering from declining revenues.

A Failure to Empower Employees Leads to a Failure to Change

In the mid-to-late 2000s, JC Penney was suffering. Its traditional base of customers was being targeted by increasingly competitive low-cost retailers. Its sales had slumped, and in 2011 it turned to Ron Johnson to lead a resurgence.

Johnson came with a formidable track record. He’d been the vice president of merchandising at Target, where he had been responsible for launching the successful Michael Graves product line. Taken on by Apple, it had been Johnson who had led the company’s charge into brick-and-mortar stores. He oversaw record growth in the now iconic Apple Stores.

Johnson seemed to be a perfect fit for the ailing JC Penney.

Johnson’s strategy was simple: move out of the low-cost space, and compete with high-end retailers. His approach to this massive change was to try to force it through. He commanded his troops, rather than inspired them. He created his strategy without regard for history, nor with the collaboration of JC Penney ‘lifers’. He failed to understand the culture of the firm, its employees, managers and customers.

Predictably, the results were disastrous and are still being felt today, four years after he was fired in 2013. Sales fell through the floor. Revenues collapsed, as did profits. Major shareholders deserted the company. So, too, did key workers and floor staff. The company has never recovered its poise with customers.

When Johnson was hired as CEO in 2011, the JC Penney stock price stood at around $35. By the time Johnson and JC Penney parted ways in April 2013, the stock price had more than halved. Today, many analysts believe JC Penney is on the brink of bankruptcy. The enormous failures of the Johnson era have not been shaken off. Customers lost during his tenure have not returned.

The benefits of employee empowerment are evident in many successful companies. Organizations that prioritize employee well-being and autonomy often see enhanced motivation, collaboration, and overall better business outcomes.

Benefits of Empowering Employees

Empowering employees offers a multitude of benefits for both individuals and organizations. Here are some key advantages:

1. Increased job satisfaction and engagement:
   • Empowered employees feel more invested in their work, leading to higher levels of motivation and commitment.
2. Improved productivity
   • When employees have the autonomy to make decisions and take ownership of their tasks, they tend to be more productive and efficient.
3. Enhanced creativity and innovation
   • Empowered employees are encouraged to think outside the box and develop innovative solutions to challenges.
4. Better decision-making
   • Employees who are empowered are more likely to make informed decisions that align with the organization’s goals and objectives.
5. Increased employee retention
   • Feeling valued and respected, empowered employees are more likely to stay with the organization, reducing turnover rates.
6. Improved customer satisfaction
   • Empowered employees are more likely to provide excellent customer service, leading to higher levels of customer satisfaction.

Communicating change to empower employees at Telstra

While Johnson was attempting to force through change at JC Penney, David Thodey at Telstra was taking a wholly different approach. The Australian telecoms company was suffering from declining sales amid stiffening competition when Thodey was appointed CEO in 2009.

Immediately he recognized that the organization needed to change. But, instead of seeing himself as the sole commissioner of change, he recognized that all of Telstra’s executives, employees and customers were pivotal to change success. He set about empowering his 300 senior executives to work with Telstra’s employees, engaging all in the change project to promote employee empowerment.

Together, they developed training and one-on-one coaching courses, inviting feedback, managing expectations, and evolving people’s beliefs and values in line with those of the organization. He put in place new recognition programs, which rewarded individuals and teams. He encouraged people to participate in a shared future.

To support employee empowerment, Thodey emphasized setting clear expectations, providing training, encouraging autonomy, and fostering open communication.

By the time Thodey considered his job was complete when he retired from the CEO position at Telstra in 2015, the company’s stock market value had trebled.

What can we learn from David Thodey’s approach to change management?

David Thodey realized that it is imperative to support employee empowerment throughout the process of change. He ensured that he first empowered his senior managers, and then challenged them to empower their employees. He ensured that there was clarity in all communication about the transformational changes taking place. He created the environment where open communication was encouraged, and understood that people need to know that their fears and concerns are being listened to, understood, and dealt with.

Organizations that prioritize employee empowerment not only drive creativity and innovation but also improve talent retention, ultimately leading to greater business success.

Specifically, Thodey instigated change management in which:

• Stakeholders were treated responsibly, as part of the future of the business. They were given opportunities to discuss change and be part of it.
• Employees were provided the opportunities and tools to understand how the change would affect them. They, too, were given the opportunity to be part of the change, rather than a target of change.
• All stakeholders were encouraged to realize the benefits of change.
• Through his process, employees were fully empowered to become owners of the change, and did not see themselves as victims of change.

5 Strategies to Empower Employees

Providing training and development programs

Investing in employees’ skills and knowledge is crucial for empowerment. Offering regular training, mentorship, and development opportunities not only enhances their competence but also boosts their confidence in their roles. Employees who feel equipped with the necessary tools and knowledge are more likely to take initiative, contribute innovative ideas, and stay engaged. By focusing on continuous learning, organizations signal that they value growth and are committed to helping their people succeed.

Encouraging autonomy and decision-making

Empowerment flourishes when employees are given the freedom to make decisions and take ownership of their work. Encouraging autonomy helps build trust and shows employees that their input and judgment are respected. This can be achieved by involving them in decision-making processes, allowing them to solve problems creatively, and trusting them to manage their tasks independently. When employees feel they have control over their work, it not only increases job satisfaction but also drives higher performance.

Fostering a positive company culture

A company culture that values, respects, and supports its employees is essential for empowerment. Creating a positive environment where open communication, collaboration, and inclusivity are encouraged helps employees feel connected to the organization’s mission. This sense of belonging fosters greater motivation and engagement, as employees feel their contributions are meaningful and appreciated.

Recognizing and rewarding employees

Regularly acknowledging and rewarding employees for their efforts is a powerful way to make them feel valued. Whether through formal recognition programs, bonuses, or simple expressions of gratitude, recognizing individual and team achievements reinforces a culture of appreciation. This not only boosts morale but also encourages employees to continue performing at a high level, knowing their hard work is noticed and rewarded.

Providing opportunities for growth and development

Offering clear pathways for career growth and development is key to empowering employees to reach their full potential. When employees see opportunities for advancement within the organization, they are more likely to stay motivated and focused on personal and professional growth. This can be facilitated through promotions, leadership training, or cross-functional projects that challenge them to expand their skill set. Empowered employees are more likely to contribute to the long-term success of the organization, knowing they have room to grow and evolve.

Overcoming Challenges to Employee Empowerment

Empowering employees can be challenging, especially in traditional or hierarchical organizations. Common challenges include:

• Employees may resist changes to their roles or responsibilities, particularly if they are accustomed to a more traditional structure.
• Managers may struggle to trust employees with more autonomy and decision-making authority, especially if they are used to a more controlling management style.
• Empowering employees may require additional resources, such as training and development programs, which can be a challenge for organizations with limited budgets.
• Employees may be hesitant to take on more responsibility or make decisions if they fear making mistakes.

To overcome these challenges, organizations can:

• Communicate clearly and transparently about the benefits of empowerment and the expectations for employees.
• Provide training and development programs to help employees build their skills and confidence.
• Foster a positive company culture that values and respects employees.
• Recognize and reward employees for their contributions and achievements.
• Provide opportunities for growth and development to help employees feel more empowered and motivated.

By addressing these challenges head-on, organizations can create an empowered workplace where employees feel valued, motivated, and engaged, ultimately driving the company’s success.

Employee empowerment as a tool of change management

Employee empowerment is a key factor in producing sustainable change in any organization. If your people feel isolated, unloved, and not listened to, resistance to change will snowball. Our change coaching and training programs have been designed to help break down communication barriers, and increase engagement through the process of change.

To discover how a Change Agent Bootcamp and coaching to empower your people will help your organization and leaders produce lasting change, contact Primeast today.

How Employee Empowerment Effects Change Management

What is Employee Empowerment?

Employee empowerment is a transformative management approach that grants employees the autonomy, authority, and resources necessary to take ownership of their work and make independent decisions. Unlike traditional hierarchical structures where decision-making power is concentrated at the top, empowerment distributes this power throughout the organisation. This shift enables employees to think critically, innovate, and solve problems independently, leading to increased job satisfaction, productivity, and engagement. When employees feel empowered, they are more likely to be motivated and committed to their roles, driving the organisation’s success.

How to Build Sustainable Workplace Change with Employee Empowerment?

The process of leading change is different from other supervisory functions which most managers have undertaken. Yet organisations often make the mistake of selecting an executive to lead change based upon their recognised management abilities. Such abilities are mostly disassociated from those required in change management.

Change is difficult for most people. They fear it. People who fear change become disengaged from it. When this happens, change fails.

Leading change requires a skill set that includes understanding how to empower employees in the workplace. By empowering people in the process of change, you accept that change is not simply a process. It requires a new way of thinking, a new way of acting, and a greater ambition to collaborate, engage, and innovate. When employees are empowered to change, the future vision is given new meaning. The vision becomes a shared goal, and empowerment enables the goal to become a sustainable reality. Employee engagement is crucial in this context, as it directly impacts the success of the change process.

To successfully lead change, it is essential to encourage employees to take ownership and initiative in their work. This fosters a culture where employees feel empowered to tackle tasks autonomously, communicate openly, and engage in problem-solving, thereby enhancing their productivity and creativity within the organisation.

In this article, you’ll learn to leverage empowerment in change management. As we compare the fortunes of two large-scale organisational change projects, you’ll discover how the chief executives of JC Penney and Telstra took very different approaches when their companies were suffering from declining revenues.

A Failure to Empower Employees Leads to a Failure to Change

In the mid-to-late 2000s, JC Penney was suffering. Its traditional base of customers was being targeted by increasingly competitive low-cost retailers. Its sales had slumped, and in 2011 it turned to Ron Johnson to lead a resurgence.

Johnson came with a formidable track record. He’d been the vice president of merchandising at Target, where he had been responsible for launching the successful Michael Graves product line. Taken on by Apple, it had been Johnson who had led the company’s charge into brick-and-mortar stores. He oversaw record growth in the now iconic Apple Stores.

Johnson seemed to be a perfect fit for the ailing JC Penney.

Johnson’s strategy was simple: move out of the low-cost space, and compete with high-end retailers. His approach to this massive change was to try to force it through. He commanded his troops, rather than inspired them. He created his strategy without regard for history, nor with the collaboration of JC Penney ‘lifers’. He failed to understand the culture of the firm, its employees, managers, and customers.

Predictably, the results were disastrous and are still being felt today, four years after he was fired in 2013. Sales fell through the floor. Revenues collapsed, as did profits. Major shareholders deserted the company. So, too, did key workers and floor staff. The company has never recovered its poise with customers.

When Johnson was hired as CEO in 2011, the JC Penney stock price stood at around $35. By the time Johnson and JC Penney parted ways in April 2013, the stock price had more than halved. Today, many analysts believe JC Penney is on the brink of bankruptcy. The enormous failures of the Johnson era have not been shaken off. Customers lost during his tenure have not returned.

The benefits of employee empowerment are evident in many successful companies. Organisations that prioritise employee well-being and autonomy often see enhanced motivation, collaboration, and overall better business outcomes.

Benefits of Empowering Employees

Empowering employees offers a multitude of benefits for both individuals and organisations. Here are some key advantages:

1. Increased job satisfaction and engagement:
   • Empowered employees feel more invested in their work, leading to higher levels of motivation and commitment.
2. Improved productivity
   • When employees have the autonomy to make decisions and take ownership of their tasks, they tend to be more productive and efficient.
3. Enhanced creativity and innovation
   • Empowered employees are encouraged to think outside the box and develop innovative solutions to challenges.
4. Better decision-making
   • Employees who are empowered are more likely to make informed decisions that align with the organisation’s goals and objectives.
5. Increased employee retention
   • Feeling valued and respected, empowered employees are more likely to stay with the organisation, reducing turnover rates.
6. Improved customer satisfaction
   • Empowered employees are more likely to provide excellent customer service, leading to higher levels of customer satisfaction.

Communicating change to empower employees at Telstra

While Johnson was attempting to force through change at JC Penney, David Thodey at Telstra was taking a wholly different approach. The Australian telecoms company was suffering from declining sales amid stiffening competition when Thodey was appointed CEO in 2009.

Immediately he recognised that the organisation needed to change. But, instead of seeing himself as the sole commissioner of change, he recognised that all of Telstra’s executives, employees and customers were pivotal to change success. He set about empowering his 300 senior executives to work with Telstra’s employees, engaging all in the change project to promote employee empowerment.

Together, they developed training and one-on-one coaching courses, inviting feedback, managing expectations, and evolving people’s beliefs and values in line with those of the organisation. He put in place new recognition programs, which rewarded individuals and teams. He encouraged people to participate in a shared future.

To support employee empowerment, Thodey emphasised setting clear expectations, providing training, encouraging autonomy, and fostering open communication.

By the time Thodey considered his job was complete when he retired from the CEO position at Telstra in 2015, the company’s stock market value had trebled.

What can we learn from David Thodey’s approach to change management?

David Thodey realised that it is imperative to support employee empowerment throughout the process of change. He ensured that he first empowered his senior managers, and then challenged them to empower their employees. He ensured that there was clarity in all communication about the transformational changes taking place. He created the environment where open communication was encouraged, and understood that people need to know that their fears and concerns are being listened to, understood, and dealt with.

Organisations that prioritise employee empowerment not only drive creativity and innovation but also improve talent retention, ultimately leading to greater business success.

Specifically, Thodey instigated change management in which:

• Stakeholders were treated responsibly, as part of the future of the business. They were given opportunities to discuss change and be part of it.
• Employees were provided the opportunities and tools to understand how the change would affect them. They, too, were given the opportunity to be part of the change, rather than a target of change.
• All stakeholders were encouraged to realise the benefits of change.
• Through his process, employees were fully empowered to become owners of the change, and did not see themselves as victims of change.

5 Strategies to Empower Employees

Providing training and development programs

Investing in employees’ skills and knowledge is crucial for empowerment. Offering regular training, mentorship, and development opportunities not only enhances their competence but also boosts their confidence in their roles. Employees who feel equipped with the necessary tools and knowledge are more likely to take initiative, contribute innovative ideas, and stay engaged. By focusing on continuous learning, organisations signal that they value growth and are committed to helping their people succeed.

Encouraging autonomy and decision-making

Empowerment flourishes when employees are given the freedom to make decisions and take ownership of their work. Encouraging autonomy helps build trust and shows employees that their input and judgment are respected. This can be achieved by involving them in decision-making processes, allowing them to solve problems creatively, and trusting them to manage their tasks independently. When employees feel they have control over their work, it not only increases job satisfaction but also drives higher performance.

Fostering a positive company culture

A company culture that values, respects, and supports its employees is essential for empowerment. Creating a positive environment where open communication, collaboration, and inclusivity are encouraged helps employees feel connected to the organisation’s mission. This sense of belonging fosters greater motivation and engagement, as employees feel their contributions are meaningful and appreciated.

Recognising and rewarding employees

Regularly acknowledging and rewarding employees for their efforts is a powerful way to make them feel valued. Whether through formal recognition programs, bonuses, or simple expressions of gratitude, recognising individual and team achievements reinforces a culture of appreciation. This not only boosts morale but also encourages employees to continue performing at a high level, knowing their hard work is noticed and rewarded.

Providing opportunities for growth and development

Offering clear pathways for career growth and development is key to empowering employees to reach their full potential. When employees see opportunities for advancement within the organisation, they are more likely to stay motivated and focused on personal and professional growth. This can be facilitated through promotions, leadership training, or cross-functional projects that challenge them to expand their skill set. Empowered employees are more likely to contribute to the long-term success of the organisation, knowing they have room to grow and evolve.

Overcoming Challenges to Employee Empowerment

Empowering employees can be challenging, especially in traditional or hierarchical organisations. Common challenges include:

• Employees may resist changes to their roles or responsibilities, particularly if they are accustomed to a more traditional structure.
• Managers may struggle to trust employees with more autonomy and decision-making authority, especially if they are used to a more controlling management style.
• Empowering employees may require additional resources, such as training and development programs, which can be a challenge for organisations with limited budgets.
• Employees may be hesitant to take on more responsibility or make decisions if they fear making mistakes.

To overcome these challenges, organisations can:

• Communicate clearly and transparently about the benefits of empowerment and the expectations for employees.
• Provide training and development programs to help employees build their skills and confidence.
• Foster a positive company culture that values and respects employees.
• Recognise and reward employees for their contributions and achievements.
• Provide opportunities for growth and development to help employees feel more empowered and motivated.

By addressing these challenges head-on, organisations can create an empowered workplace where employees feel valued, motivated, and engaged, ultimately driving the company’s success.

Employee empowerment as a tool of change management

Employee empowerment is a key factor in producing sustainable change in any organisation. If your people feel isolated, unloved, and not listened to, resistance to change will snowball. Our change coaching and training programs have been designed to help break down communication barriers, and increase engagement through the process of change.

To discover how a Change Agent Bootcamp and coaching to empower your people will help your organisation and leaders produce lasting change, contact Primeast today.

Diversity and Inclusion Deliver Change Management Success

Diversity and Change Management: How Inclusion Delivers Success

Attitudes toward organizational change often sit at two extremes. Some view change with dread, feeling threatened and fearful, resistant to leaving the familiar behind. Others embrace change, seeing it as a chance for creativity and new opportunities. Energized by potential, they revel in its risks.

These extremes reflect responses shaped by personal culture, experiences, upbringing, and mindset. Failed change projects are often blamed on poor training, insufficient explanation, or the overwhelming pace and scope of change. The key question is how to lead diverse attitudes effectively through times of change.

Building an inclusive workplace starts with a strong culture that values diversity and encourages engagement. This creates an environment where all voices are heard, enhancing team dynamics and overall performance.

Building an Inclusive Workplace Culture

An inclusive workplace culture creates a positive, productive environment by valuing diversity, promoting equality, and fostering belonging. To build this culture, companies can start with a clear vision and mission emphasizing diversity and inclusion, supported by a strategy with specific goals and objectives.

Companies can promote inclusion by offering diversity training, encouraging open communication, and fostering active listening. Creating employee resource groups also supports employees from diverse backgrounds, building a sense of community and belonging.

Prioritising an inclusive culture empowers employees to contribute their best work, fostering greater innovation and productivity.

Valuing diversity and workplace inclusion energizes effective change

A 2015 McKinsey report titled ‘Why Diversity Matters’’ found that businesses with higher levels of diversity outperform others by up to 15%. This outperformance is explained by what diversity brings to the table.

By employing a diverse range of people (different genders, backgrounds, ages, personalities, races, and so on), an organization gives itself the potential to discover more creative solutions and become more welcoming to an increasingly diverse customer base. A diverse team includes employees from various backgrounds, cultures, and generations, enhancing the talent pool and reducing recruiting costs. To unlock this potential, diversity must be accompanied by inclusion. People must be made to feel that their contributions are valued, and that they are respected as people, colleagues and employees.

Valuing workplace diversity energizes effective change. Especially through periods of change, diversity provides the impetus to discover innovative solutions, making teams more inventive and agile, and thus aiding the breaking down of resistance to change.

Creating a Diverse Workforce

A diverse workforce drives innovation, improves decision-making, and enhances business performance. By uniting individuals with varied backgrounds and perspectives, diversity fosters fresh ideas and solutions.

To build a diverse workforce, companies can use inclusive hiring practices like blind resume screening to reduce bias and expand the candidate pool. This approach evaluates candidates based on skills rather than background. Providing diversity and inclusion training further reinforces the importance of a diverse team.

Embracing diverse hiring and an inclusive culture attracts top talent, driving innovation and business success.

Combating cultural conflicts in change management

In any multicultural setting, there is bound to be some conflict. How leaders deal with this is crucial to creating a forum where such conflict becomes a force for greater innovation and creativity. Implementing inclusive behaviors, such as providing equal access to resources and establishing safe spaces for all team members, is essential. It is essential that leaders eliminate their unconscious bias, and take a care-fronting approach to conflict resolution.

Inclusive Workplace Practices

Inclusive workplace practices are essential for creating a positive and productive work environment. Inclusive practices can include flexible work arrangements, such as telecommuting or flexible hours, to promote work-life balance and increase employee satisfaction.

Companies can also implement inclusive practices, such as employee resource groups, to provide support and resources for employees from diverse backgrounds. These groups can help create a sense of community and belonging, making employees feel valued and respected. Additionally, companies can promote open communication and feedback, and encourage active listening to foster a sense of belonging among all employees.

By adopting inclusive workplace practices, companies can create an environment where all employees feel supported and empowered to contribute their best work, leading to increased innovation and productivity.

Strategies for Fostering an Inclusive Culture

Fostering an inclusive culture requires a strategic approach that involves multiple stakeholders and departments. Companies can start by establishing a clear vision and mission that emphasizes the importance of diversity and inclusion. This vision should be communicated consistently across the organization to ensure that all employees understand and embrace the company’s commitment to an inclusive workplace culture.

Companies can also promote an inclusive culture by providing training and education on diversity and inclusion, encouraging open communication and feedback, and promoting active listening. Additionally, companies can create employee resource groups to provide support and resources for employees from diverse backgrounds. These groups can help foster a sense of community and belonging, making employees feel valued and respected.

By implementing these strategies, companies can create an inclusive culture that values diversity, promotes equality, and fosters a sense of belonging among all employees.

Are your leaders equipped to take advantage of a diverse workforce?

It is also essential that change leaders identify differences in approaches to work (for example, task-oriented or relationship-oriented), contrasting attitudes, and different skill sets. Communication styles between genders and age groups are likely to be different, too. As the workforce gets younger, change leaders must become more mindful of the mindset of the millennial generation.

Leaders today must understand that their diverse workforces have embedded assumptions and ways of thinking. These differences must be accommodated in the leadership approach. Communication in leadership is key – without attention to cultural differences, a leader’s verbal and nonverbal communication style can destroy collaboration.

It is crucial that today’s leaders possess the skills to manage across cultures. They must be good listeners, and have the skill set to discover hidden talents and employ them in situations that benefit both the employee and the organization.

Organizational culture should be developed in line with a diversity and inclusion (D&I) policy that encourages employee engagement across cultural divides. Opportunities for promotion should be seen to be equal for all, irrespective of gender, race or background. Teams should be developed purposefully, with diversity of members leading to healthy conflict that enables greater agility through change.

Overcoming Challenges to Inclusion

Overcoming challenges to inclusion requires a proactive approach that involves multiple stakeholders and departments. Companies can start by identifying the challenges and barriers to inclusion, such as unconscious bias, negative team dynamics, or a lack of leadership support.

Companies can also provide training and education on diversity and inclusion to overcome unconscious bias and promote a culture of inclusion. This training can help employees recognize and address their biases, leading to a more inclusive work environment. Additionally, companies can implement inclusive practices, such as blind resume screening, to reduce bias and increase the pool of qualified candidates.

By implementing these strategies, companies can overcome the challenges to inclusion and create a positive and productive work environment that values diversity and promotes equality. This proactive approach will help ensure that all employees feel valued and respected, leading to increased innovation and business success.

Embrace diversity and your team will embrace change

It is natural to be wary of change. Whether a person is excited by it or fearful of it, the risks are the same. As are the rewards. When an organization embraces diversity and inclusion, it prepares itself for change. Inclusion efforts, such as regularly reassessing hiring practices and ensuring all voices are heard, are crucial for fostering a supportive environment.

Divergence in views and perspectives, and discussion and debate in open and honest forums in which all are encouraged to take part and all voices are heard equally, leads to better solutions. Workplace inclusion, by promoting diverse experiences and providing equal opportunities, fuels successful change and helps to eliminate resistance to change.

Does your organization have a positive diversity and inclusion policy? Are your leaders equipped to manage multicultural teams effectively?

Contact us today, and discover how we could help your leaders and managers lead more effectively and authentically through periods of change.

Diversity and Inclusion Deliver Change Management Success

Diversity and Change Management: How Inclusion Delivers Success

Attitudes toward organisational change often sit at two extremes. Some view change with dread, feeling threatened and fearful, resistant to leaving the familiar behind. Others embrace change, seeing it as a chance for creativity and new opportunities. Energized by potential, they revel in its risks.

These extremes reflect responses shaped by personal culture, experiences, upbringing, and mindset. Failed change projects are often blamed on poor training, insufficient explanation, or the overwhelming pace and scope of change. The key question is how to lead diverse attitudes effectively through times of change.

Building an inclusive workplace starts with a strong culture that values diversity and encourages engagement. This creates an environment where all voices are heard, enhancing team dynamics and overall performance.

Building an Inclusive Workplace Culture

An inclusive workplace culture creates a positive, productive environment by valuing diversity, promoting equality, and fostering belonging. To build this culture, companies can start with a clear vision and mission emphasizing diversity and inclusion, supported by a strategy with specific goals and objectives.

Companies can promote inclusion by offering diversity training, encouraging open communication, and fostering active listening. Creating employee resource groups also supports employees from diverse backgrounds, building a sense of community and belonging.

Prioritising an inclusive culture empowers employees to contribute their best work, fostering greater innovation and productivity.

Valuing diversity and workplace inclusion energises effective change

A 2015 McKinsey report titled ‘Why Diversity Matters’’ found that businesses with higher levels of diversity outperform others by up to 15%. This outperformance is explained by what diversity brings to the table.

By employing a diverse range of people (different genders, backgrounds, ages, personalities, races, and so on), an organisation gives itself the potential to discover more creative solutions and become more welcoming to an increasingly diverse customer base. A diverse team includes employees from various backgrounds, cultures, and generations, enhancing the talent pool and reducing recruiting costs. To unlock this potential, diversity must be accompanied by inclusion. People must be made to feel that their contributions are valued, and that they are respected as people, colleagues and employees.

Valuing workplace diversity energises effective change. Especially through periods of change, diversity provides the impetus to discover innovative solutions, making teams more inventive and agile, and thus aiding the breaking down of resistance to change.

Creating a Diverse Workforce

A diverse workforce drives innovation, improves decision-making, and enhances business performance. By uniting individuals with varied backgrounds and perspectives, diversity fosters fresh ideas and solutions.

To build a diverse workforce, companies can use inclusive hiring practices like blind resume screening to reduce bias and expand the candidate pool. This approach evaluates candidates based on skills rather than background. Providing diversity and inclusion training further reinforces the importance of a diverse team.

Embracing diverse hiring and an inclusive culture attracts top talent, driving innovation and business success.

Combating cultural conflicts in change management

In any multicultural setting, there is bound to be some conflict. How leaders deal with this is crucial to creating a forum where such conflict becomes a force for greater innovation and creativity. Implementing inclusive behaviors, such as providing equal access to resources and establishing safe spaces for all team members, is essential. It is essential that leaders eliminate their unconscious bias, and take a care-fronting approach to conflict resolution.

Inclusive Workplace Practices

Inclusive workplace practices are essential for creating a positive and productive work environment. Inclusive practices can include flexible work arrangements, such as telecommuting or flexible hours, to promote work-life balance and increase employee satisfaction.

Companies can also implement inclusive practices, such as employee resource groups, to provide support and resources for employees from diverse backgrounds. These groups can help create a sense of community and belonging, making employees feel valued and respected. Additionally, companies can promote open communication and feedback, and encourage active listening to foster a sense of belonging among all employees.

By adopting inclusive workplace practices, companies can create an environment where all employees feel supported and empowered to contribute their best work, leading to increased innovation and productivity.

Strategies for Fostering an Inclusive Culture

Fostering an inclusive culture requires a strategic approach that involves multiple stakeholders and departments. Companies can start by establishing a clear vision and mission that emphasises the importance of diversity and inclusion. This vision should be communicated consistently across the organisation to ensure that all employees understand and embrace the company’s commitment to an inclusive workplace culture.

Companies can also promote an inclusive culture by providing training and education on diversity and inclusion, encouraging open communication and feedback, and promoting active listening. Additionally, companies can create employee resource groups to provide support and resources for employees from diverse backgrounds. These groups can help foster a sense of community and belonging, making employees feel valued and respected.

By implementing these strategies, companies can create an inclusive culture that values diversity, promotes equality, and fosters a sense of belonging among all employees.

Are your leaders equipped to take advantage of a diverse workforce?

It is also essential that change leaders identify differences in approaches to work (for example, task-oriented or relationship-oriented), contrasting attitudes, and different skill sets. Communication styles between genders and age groups are likely to be different, too. As the workforce gets younger, change leaders must become more mindful of the mindset of the millennial generation.

Leaders today must understand that their diverse workforces have embedded assumptions and ways of thinking. These differences must be accommodated in the leadership approach. Communication in leadership is key – without attention to cultural differences, a leader’s verbal and nonverbal communication style can destroy collaboration.

It is crucial that today’s leaders possess the skills to manage across cultures. They must be good listeners, and have the skill set to discover hidden talents and employ them in situations that benefit both the employee and the organisation.

Organisational culture should be developed in line with a diversity and inclusion (D&I) policy that encourages employee engagement across cultural divides. Opportunities for promotion should be seen to be equal for all, irrespective of gender, race or background. Teams should be developed purposefully, with diversity of members leading to healthy conflict that enables greater agility through change.

Overcoming Challenges to Inclusion

Overcoming challenges to inclusion requires a proactive approach that involves multiple stakeholders and departments. Companies can start by identifying the challenges and barriers to inclusion, such as unconscious bias, negative team dynamics, or a lack of leadership support.

Companies can also provide training and education on diversity and inclusion to overcome unconscious bias and promote a culture of inclusion. This training can help employees recognise and address their biases, leading to a more inclusive work environment. Additionally, companies can implement inclusive practices, such as blind resume screening, to reduce bias and increase the pool of qualified candidates.

By implementing these strategies, companies can overcome the challenges to inclusion and create a positive and productive work environment that values diversity and promotes equality. This proactive approach will help ensure that all employees feel valued and respected, leading to increased innovation and business success.

Embrace diversity and your team will embrace change

It is natural to be wary of change. Whether a person is excited by it or fearful of it, the risks are the same. As are the rewards. When an organisation embraces diversity and inclusion, it prepares itself for change. Inclusion efforts, such as regularly reassessing hiring practices and ensuring all voices are heard, are crucial for fostering a supportive environment.

Divergence in views and perspectives, and discussion and debate in open and honest forums in which all are encouraged to take part and all voices are heard equally, leads to better solutions. Workplace inclusion, by promoting diverse experiences and providing equal opportunities, fuels successful change and helps to eliminate resistance to change.

Does your organisation have a positive diversity and inclusion policy? Are your leaders equipped to manage multicultural teams effectively?

Contact us today, and discover how we could help your leaders and managers lead more effectively and authentically through periods of change.

How to Manage a Multigenerational Workforce

Is Your Workplace Environment Conducive to Collaboration Amid Generational Differences?

As younger employees join your workforce and older employees remain employed for longer, your organization is likely to become a multigenerational workforce. This diversity of age demographics presents leaders with many challenges that must be overcome. In this article, we examine seven of these challenges.

Understanding Generational Differences

Understanding generational differences is crucial for effective management in today’s multi-generational workforce. Each generation brings unique attributes, values, and experiences that shape their perspectives and behaviours. By recognising and embracing these differences, organizations can foster a more inclusive and productive work environment.

Generational differences can be attributed to various factors, including historical events, technological advancements, and cultural shifts. For instance, Baby Boomers grew up during a time of economic prosperity and social change, while Generation Z is characterized by their digital nativity and diverse backgrounds. Understanding these differences can help managers tailor their leadership styles, communication approaches, and professional development opportunities to meet the needs of each generation.

Moreover, recognising generational differences can help bridge the generational gap and promote knowledge sharing between older and younger employees. By leveraging the strengths of each generation, organizations can create a more collaborative and innovative work environment. For example, younger employees can bring fresh ideas and technological expertize, while older employees can offer valuable experience and mentorship.

Benefits of a multi-generational Workforce

A multi-generational workforce offers numerous benefits to organizations, including increased productivity, improved decision-making, and enhanced innovation. By embracing generational diversity, organizations can tap into the unique strengths and perspectives of each generation, leading to better problem-solving and a more competitive edge.

Moreover, a multi-generational workforce can help organizations attract and retain top talent, as employees of all ages are drawn to inclusive and diverse work environments. By offering flexible work arrangements, professional development opportunities, and a culture of respect and empathy, organizations can create a workplace that appeals to multiple generations.

Additionally, a multi-generational workforce can help organizationsbetter understand and serve their diverse customer base. By having employees from different generations and backgrounds, organizations can gain valuable insights into the needs and preferences of their customers, leading to improved customer satisfaction and loyalty.

1. Age

There are many personal challenges associated with age, and these manifest in the workplace. Younger employees may desire more flexibility and the opportunity to work from home. Older employees may have more exacting wellness needs. Leaders should create the flexible workplace environment that addresses the needs of all employees, promoting a healthy work life balance.

2. Values

Our values are determined by many factors, including upbringing and experiences. Older generations have lived through the Cold War and economic strife. They were raised by parents who suffered war during World War II. They took part in civil rights movements. Younger generations have been at the forefront of technological advance, and are living with a future shaped by climate change.

Baby boomers expect millennials to have the same commitment to hard work and long hours. Millennials expect more flexibility and shorter hours in the office with greater autonomy. Leaders must manage these conflicting values, respecting all workers and helping each to understand and accept the different ways in which full contributions are made.

3. Workplace Relationship Issues

Older employees, particularly those from the Silent Generation, tend to be more conservative in their approach to workplace relationships. They have been conditioned that work is work, and personal issues should be left at the door. However, today mental health and wellbeing is considered of great importance. Employees are encouraged to discuss a wider range of issues, and organizations accept the overlap between personal and professional lives more readily. This can create friction between employees, as some wish to discuss subjects that others consider to be taboo.

Organizations are combatting this challenge by providing ‘safe spaces’’ where controversial subjects may be discussed openly, and equipping managers with the skills to carefront rather than confront conflict between work colleagues.

4. Feedback

The need for feedback differs between generations. Younger employees tend to thrive on constant feedback, whereas older workers require less. For older employees, feedback should be given when necessary, not when desired.

How does a leader know how often to give feedback? Ask each employee, and set a schedule for them. Remember, though, that continuous communication leads to healthier relationships, and less confusion when honest truths are finally revealed.

5. Preferred Communication Styles Across Generations

The communication preferences of different generations in the workplace stretch from the millennials’ use of social media and digital communication channels, to the baby boomers’ desire for face-to-face conversation or email.

An organizations must establish how best to communicate, and set a strategy that embraces all preferences. For example, a team meeting may be followed up by a video summary posted to employees’ email inboxes or on the company’s intranet.

6. Dress Code

Older workers, who witnessed the rise of personal computers, are used to the formality of workwear. It helps them draw a line between their professional self and their personal self. Younger workers are more likely to wish to wear the same clothes in the office as they would outside. While many organizations have relaxed their dress code, many have not. This can cause conflict between employees and management.

While there is no single correct answer to dress code – often it is part of the DNA of an organization – it is important that, while a workplace may not have a uniform, workplace dress code is uniform and observed consistently by all.

7. Perceptions of Work Ethics

Older generations often accuse younger workers of having poor work ethics. However, perception of work ethic varies between generations.

Older employees are more likely to remain at work until their work is complete before leaving for home. They see younger employees leaving before their work is complete and believe that this is indicative of a poor work ethic. However, these younger employees – often more digitally adept – may be working remotely from home, where they feel more relaxed and productive.

Organizations may combat these perceptions by managing by performance and introducing workplace project management systems to routine. Taking this action often helps people to work more collaboratively and understand that being office based is not always necessary to be productive.

Accommodating Diverse Working Styles and Needs

Accommodating diverse working styles and needs is essential for creating an inclusive and productive work environment. Organizations can offer flexible work arrangements, such as telecommuting, flexible hours, and compressed workweeks, to accommodate the needs of employees with caregiving responsibilities, health issues, or other personal circumstances.

Moreover, organizations can provide a range of benefits and perks, such as wellness programs, employee assistance programs, and professional development opportunities, to support the well-being and career advancement of employees. By recognising and accommodating the diverse needs and preferences of employees, organizations  can create a workplace that is inclusive, supportive, and empowering.

Furthermore, organizations can use technology to facilitate communication and collaboration among employees, regardless of their location or work style. By leveraging digital tools and platforms, organizations can create a virtual workspace that is accessible, flexible, and inclusive, allowing employees to work effectively and efficiently from anywhere.

In Summary

In multigenerational workplaces there is a wide diversity of values, preferred communication styles, mental wellbeing issues and preferred methods of working. Differences even stretch to how employees dress for work.

When leaders understand the different characters of each generation, they will more easily discover the strengths of each generation and use these to improve collaboration. To build a cohesive team, managers must create a workplace environment that allows all generations to contribute fully and embrace the qualities of their work colleagues.

Contact us today, and discover how we could help your managers and leaders be more effective in developing multigenerational teams and foster the collaboration that delivers high performance.

How to Manage a Multigenerational Workforce

Is Your Workplace Environment Conducive to Collaboration Amid Generational Differences?

As younger employees join your workforce and older employees remain employed for longer, your organisation is likely to become a multigenerational workforce. This diversity of age demographics presents leaders with many challenges that must be overcome. In this article, we examine seven of these challenges.

Understanding Generational Differences

Understanding generational differences is crucial for effective management in today’s multi-generational workforce. Each generation brings unique attributes, values, and experiences that shape their perspectives and behaviours. By recognising and embracing these differences, organisations can foster a more inclusive and productive work environment.

Generational differences can be attributed to various factors, including historical events, technological advancements, and cultural shifts. For instance, Baby Boomers grew up during a time of economic prosperity and social change, while Generation Z is characterised by their digital nativity and diverse backgrounds. Understanding these differences can help managers tailor their leadership styles, communication approaches, and professional development opportunities to meet the needs of each generation.

Moreover, recognising generational differences can help bridge the generational gap and promote knowledge sharing between older and younger employees. By leveraging the strengths of each generation, organisations can create a more collaborative and innovative work environment. For example, younger employees can bring fresh ideas and technological expertise, while older employees can offer valuable experience and mentorship.

Benefits of a multi-generational Workforce

A multi-generational workforce offers numerous benefits to organisations, including increased productivity, improved decision-making, and enhanced innovation. By embracing generational diversity, organisations can tap into the unique strengths and perspectives of each generation, leading to better problem-solving and a more competitive edge.

Moreover, a multi-generational workforce can help organisations attract and retain top talent, as employees of all ages are drawn to inclusive and diverse work environments. By offering flexible work arrangements, professional development opportunities, and a culture of respect and empathy, organisations can create a workplace that appeals to multiple generations.

Additionally, a multi-generational workforce can help organisations better understand and serve their diverse customer base. By having employees from different generations and backgrounds, organisations can gain valuable insights into the needs and preferences of their customers, leading to improved customer satisfaction and loyalty.

1. Age

There are many personal challenges associated with age, and these manifest in the workplace. Younger employees may desire more flexibility and the opportunity to work from home. Older employees may have more exacting wellness needs. Leaders should create the flexible workplace environment that addresses the needs of all employees, promoting a healthy work life balance.

2. Values

Our values are determined by many factors, including upbringing and experiences. Older generations have lived through the Cold War and economic strife. They were raised by parents who suffered war during World War II. They took part in civil rights movements. Younger generations have been at the forefront of technological advance, and are living with a future shaped by climate change.

Baby boomers expect millennials to have the same commitment to hard work and long hours. Millennials expect more flexibility and shorter hours in the office with greater autonomy. Leaders must manage these conflicting values, respecting all workers and helping each to understand and accept the different ways in which full contributions are made.

3. Workplace Relationship Issues

Older employees, particularly those from the Silent Generation, tend to be more conservative in their approach to workplace relationships. They have been conditioned that work is work, and personal issues should be left at the door. However, today mental health and wellbeing is considered of great importance. Employees are encouraged to discuss a wider range of issues, and organisations accept the overlap between personal and professional lives more readily. This can create friction between employees, as some wish to discuss subjects that others consider to be taboo.

Organisations are combatting this challenge by providing ‘safe spaces’’ where controversial subjects may be discussed openly, and equipping managers with the skills to carefront rather than confront conflict between work colleagues.

4. Feedback

The need for feedback differs between generations. Younger employees tend to thrive on constant feedback, whereas older workers require less. For older employees, feedback should be given when necessary, not when desired.

How does a leader know how often to give feedback? Ask each employee, and set a schedule for them. Remember, though, that continuous communication leads to healthier relationships, and less confusion when honest truths are finally revealed.

5. Preferred Communication Styles Across Generations

The communication preferences of different generations in the workplace stretch from the millennials’ use of social media and digital communication channels, to the baby boomers’ desire for face-to-face conversation or email.

An organisation must establish how best to communicate, and set a strategy that embraces all preferences. For example, a team meeting may be followed up by a video summary posted to employees’ email inboxes or on the company’s intranet.

6. Dress Code

Older workers, who witnessed the rise of personal computers, are used to the formality of workwear. It helps them draw a line between their professional self and their personal self. Younger workers are more likely to wish to wear the same clothes in the office as they would outside. While many organisations have relaxed their dress code, many have not. This can cause conflict between employees and management.

While there is no single correct answer to dress code – often it is part of the DNA of an organisation – it is important that, while a workplace may not have a uniform, workplace dress code is uniform and observed consistently by all.

7. Perceptions of Work Ethics

Older generations often accuse younger workers of having poor work ethics. However, perception of work ethic varies between generations.

Older employees are more likely to remain at work until their work is complete before leaving for home. They see younger employees leaving before their work is complete and believe that this is indicative of a poor work ethic. However, these younger employees – often more digitally adept – may be working remotely from home, where they feel more relaxed and productive.

Organisations may combat these perceptions by managing by performance and introducing workplace project management systems to routine. Taking this action often helps people to work more collaboratively and understand that being office based is not always necessary to be productive.

Accommodating Diverse Working Styles and Needs

Accommodating diverse working styles and needs is essential for creating an inclusive and productive work environment. Organisations can offer flexible work arrangements, such as telecommuting, flexible hours, and compressed workweeks, to accommodate the needs of employees with caregiving responsibilities, health issues, or other personal circumstances.

Moreover, organisations can provide a range of benefits and perks, such as wellness programs, employee assistance programs, and professional development opportunities, to support the well-being and career advancement of employees. By recognising and accommodating the diverse needs and preferences of employees, organisations can create a workplace that is inclusive, supportive, and empowering.

Furthermore, organisations can use technology to facilitate communication and collaboration among employees, regardless of their location or work style. By leveraging digital tools and platforms, organisations can create a virtual workspace that is accessible, flexible, and inclusive, allowing employees to work effectively and efficiently from anywhere.

In Summary

In multigenerational workplaces there is a wide diversity of values, preferred communication styles, mental wellbeing issues and preferred methods of working. Differences even stretch to how employees dress for work.

When leaders understand the different characters of each generation, they will more easily discover the strengths of each generation and use these to improve collaboration. To build a cohesive team, managers must create a workplace environment that allows all generations to contribute fully and embrace the qualities of their work colleagues.

Contact us today, and discover how we could help your managers and leaders be more effective in developing multigenerational teams and foster the collaboration that delivers high performance.

The Pros and Cons of Employee Empowerment

Research published in the 2011 Journal of Applied Psychology (Antecedents and consequences of psychological and team empowerment: a meta-analytical review – Siebert, S.E.; Wang, G.; Courtright, S.H.) provided a number of pressing reasons for organizations to encourage employee empowerment. Fostering an empowering work environment through a strong company culture can significantly boost morale and initiative among staff, while also enhancing resilience during challenging times.

By understanding that there are two sides of the coin when instigating an employee empowerment strategy, an organization will be better positioned to maximize the advantages and minimize any disadvantages.

What is employee empowerment?

For an organization operating in the fast-paced, modern business environment, passing some responsibilities to employees enables quicker decision-making at a lower level. At lower levels, people generally have a closer and deeper understanding of many of the basic processes and procedures that ‘get the job done’ and help the strategic vision of the organization to be achieved. It would appear to make sense, therefore, to give people more autonomy in their decision-making: in a word, empowerment.

A key aspect of this empowerment is the management philosophy, which emphasizes granting autonomy and support to employees. This philosophy promotes independent decision-making and contrasts sharply with micromanagement, highlighting that a culture of empowerment significantly enhances job performance and employee satisfaction.

Empowerment is viewed by seven in 10 employees as an important element of engagement, and employee engagement produces a range of benefits, including:

• Improved productivity, with 22% higher profitability
• 41% lower absenteeism
• Employees who are 4.6 times more likely to perform at their peak

Because employee empowerment is so highly connected with employee engagement, it is little surprise that many of the advantages of empowerment are directly related to the benefits of employee engagement.

The advantages of employee empowerment

There are several definite advantages of embedding a strategy and culture of employee empowerment. These include:

Employee empowerment is crucial for a company’s success as it leads to increased morale, productivity, and tangible benefits like higher profits and better employee retention rates.

Faster problem solving

First, because empowered employees are so close to issues and problems that require resolution, response times should decrease. Faced with a problem, people who are close to it have a natural affinity for it and a definitive reason to find solutions rapidly – it aids their work, making their time easier and more productive.

Executives are often detached from the shop floor, and lack the depth of knowledge required in the solution-finding process.

Increased morale and productivity

People who are given the autonomy to make their own decisions feel trusted and that their contributions are a direct factor in their company’s success. This is a direct determinant of employee morale. For example, 91% of Google’s employees say that they carry meaningful responsibilities within the organization: for six years running Google has been ranked by Fortune as the best company to work for.

Empowered employees working without continual oversight from a manager or supervisor tend to feel more respected. Artificial obstacles to progress of tasks are removed when employees no longer need their supervisor’s approval to move from one stage to the next. Motivated employees contribute to increased moral and profitability per employee improves accordingly.

Additionally, people own the responsibility given to them, and the manager/employee relationship benefits accordingly.

Greater involvement leads to greater commitment

With the greater involvement engendered by their increased responsibility, engaged employees become more involved in organizational strategy. They begin to look at colleagues and customers differently, and their commitment to the company and its future grows. Satisfied employees lead to satisfied customers. Such commitment also leads to decreased staff turnover and reduced costs of hiring and training.

Lower levels of management stress

When employees are empowered with responsibility, managers become freed to concentrate on strategy and the bigger picture. Instead of becoming enmeshed with day-to-day decision-making, managers can concentrate on strategic objectives, project planning, professional development, and customer-centric activities.

Empowering employees invigorates leadership by removing the stress of day-to-day management responsibilities.

Improved staff retention

Empowerment leads to greater employee satisfaction and improved staff retention in the workplace. The 2013 empirical study ‘Employee Empowerment and Job Satisfaction in the U.S. Federal Bureaucracy: A Self-Determination Theory Perspective’ found that empowerment practices (such as information sharing, access to job-related knowledge and skills, and discretion to change working practice) have a positive and sizeable effect on job satisfaction.

In a study of 19,700 exit interviews, the Saratoga Institute found that job dissatisfaction factors were among the top seven factors for people searching for a new job.

Clearly, people who are more satisfied at work are less likely to want to change jobs – and improving staff retention has an immediate and sizeable impact on the bottom line. The Society for Human Resource Management has calculated that replacing a member of staff costs an average of between six to nine month’s salary in recruitment and training costs. For an employee on a $50,000 salary, this is between $25,000 and $37,500.

According to the Work Institute, more than 41 million employees voluntarily left their jobs in 2018. With the Bureau of Labor Statistics calculating average salary as $48,672, poor staff retention is costing the U.S. economy an incredible $1 trillion to $1.5 trillion per year.

The disadvantages of employee empowerment

Lack of experience increases risk

While the handing down of responsibility promises to improve speed, agility and productivity, a concern is that decisions are now being made by less experienced and less expert personnel. This can increase the number of mistakes made and put reputation at risk.

The risk of work practices falling into chaos must be tackled by proper training, and by ensuring that supervisors maintain organizational standards. These standards must incorporate an organization’s values and beliefs: care must be taken that employees do not work in accordance with individual values that may be divergent to the corporate mission and vision. Effective employee development is crucial in mitigating these risks by providing the necessary resources, support, and opportunities for professional growth.

Potential for decreased efficiency

When people are given the autonomy to make their own decisions, those decisions cease to be uniform. This lack of coordination can lead to problems down the line.

It is also the case that autonomous employees may decide to work slower on days when they feel distracted or lack the energy to forge ahead. Where some workers are performing more productively than others, without being rewarded for doing so, internal friction can increase. If not dealt with, this can cause confrontation or a spiral to the bottom as all workers decide to work at the pace of the slowest and least productive team member.

Blurred relationships

Empowerment inevitably leads to a flatter, more streamlined management structure. The risk here is that professional relationships become blurred, and boundaries of authority become broken. This might require greater control over employees, not less.

Accountability issues may arise, leading to a blame culture that, if left unchecked, will lead to further discontent and an environment of mistrust. In such a situation, it is likely that employees will decide to take less responsibility for fear of repercussions should things go wrong.

Poor decision-making

If a team lacks the individuals with skills commensurate to the project, tasks and work required, decision-making will be poorer. This will be to the detriment of the organization, as poor solutions lead to decreasing productivity and internal conflict.

Overcoming Barriers to Empower Employees

Empowering employees is a crucial aspect of any organization’s success, but it can be challenging to implement. Several barriers can hinder the empowerment of employees, including lack of trust, inadequate communication, and insufficient training. To overcome these barriers, organizations must create a culture of trust, open communication, and continuous learning.

One way to build trust is to give employees autonomy and ownership of their work. This can be achieved by providing clear expectations and goals, and then giving employees the freedom to decide how to achieve them. Additionally, organisations should encourage open communication by creating a safe and supportive environment where employees feel comfortable sharing their ideas and concerns.

Another barrier to empowerment is inadequate training. Employees need the skills and knowledge to perform their jobs effectively, and organizations must provide them with the necessary training and development opportunities. This can include workshops, mentoring programs, and online courses.

Finally, organizations must recognize and reward empowered employees. This can be done through employee recognition programs, bonuses, and promotions. By recognizing and rewarding empowered employees, organizations can reinforce the behaviors and attitudes that lead to empowerment.

Empowered Employees in Action

Empowered employees are more productive, engaged, and motivated. They are also more likely to take ownership of their work and strive for excellence. Here are a few examples of empowered employees in action:

• A customer service representative who is empowered to make decisions and take action to resolve customer complaints. This employee is able to provide excellent customer service and resolve issues quickly and efficiently.
• A software developer who is empowered to design and develop new products and features. This employee is able to use their creativity and skills to create innovative solutions that meet customer needs.
• A sales representative who is empowered to negotiate prices and terms with customers. This employee is able to build strong relationships with customers and close deals that meet the company’s goals.

In each of these examples, the empowered employee is able to take ownership of their work and make decisions that drive results. They are also able to use their skills and creativity to innovate and improve processes.

How can you improve employee empowerment?

Empowering employees is a cultural issue. Organizations that promote an environment of trust, clear communication, delegation and accountability tend to be good at employee empowerment. Here are five key practices that will help your managers and leaders empower their employees.

1. Share your organisation’s vision

Clear communication of vision is central to embedding a sense of ownership in your workforce. People who understand the vision and how their work contributes to achieving that vision are more likely to feel a part of something rather than just another number on the staff rota.

2. Share more responsibility

Delegating responsibility for work that is designed to improve the capabilities of your employees helps them develop professionally. This will strengthen your team’s ability to work autonomously and lead to lesser need for direct management.

3. Stop micromanaging

People become stifled in their work when they are micromanaged. Instead of managing tasks, delegate the responsibility for them, setting expectations clearly and providing guidance on responsibility. Decisions will be made autonomously but in line with organizational needs.

4. Be open to input

Especially when engaging people in transformational change, being open to ideas and involving people in decision-making helps ensure employees feel empowered and brings out innovative thinking.

5.  Be constructive and recognize good performance

Ensure that you recognize people for their effort and good performance, providing positive and constructive feedback to aid continuous improvement. It’s important to be specific when giving feedback and to highlight how positive behaviours have had a positive impact on colleagues. Positive feedback and recognition encourage people to be more creative problem solvers.

The bottom line

Weighing up the pros and cons of employee empowerment, the potential benefits to individuals, teams and the organization are clear and tangible. The potential drawbacks can be controlled by good management techniques, including:

• Positive leadership
• Coaching, training, recognition, and rewards schemes
• An open and transparent communicative environment

Within a culture of employee empowerment, organizations will develop higher-performing teams that think for themselves, developing innovative solutions as they work toward shared goals – and not a robotic workforce consisting of people who do what their managers tell them and now more.

Emotional intelligence among leaders is also associated with the ability to embed a more empowered workforce, helping people to take the initiative and evaluate their own performance.

In short, if an empowerment strategy is well managed, your people will become partners in your success. They will become a transformative force that will jumpstart change and ensure the goals of your strategic vision are accomplished.

Complete this short Employee Experience Assessment to help identify the key areas you need to focus on as a company.

Giving Feedback To Boost Confidence & Engagement

Giving Feedback Effectively

A 2009 Gallup survey of more than 1,000 US-based employees sought to qualify the impact of feedback on employees. Its findings are insightful:

• When a manager gives little or no feedback, the manager fails to engage 98% of employees.
• Four out of ten employees who receive little or no feedback become actively disengaged.
• Managers who concentrate on strengths when giving feedback are 30 times more likely to engage their employees than those giving no feedback.
• One in ten managers concentrates on weaknesses when providing feedback.

The conclusion drawn by the study is that the tools, techniques, and strategies that a manager uses when delivering feedback have a huge impact on employee engagement.

In this article I’ll discuss why feedback is crucial, the basis of an effective feedback strategy, and one of the key tools that provide a framework for constructive feedback.

Why is feedback so crucial?

Many studies have shown that engaged employees work more productively. They provide impetus toward shared vision, values, and goals. When you energize employees to perform at their peak, the impact on performance at individual and team levels is clear – and this directly benefits your bottom line.

To be engaged in your future vision, an employee needs to feel wanted. They need to know that their contribution is valued, and that they are helping the organization reach its goals.

When a manager provides no feedback, the employee feels ignored. When someone feels ignored, they feel unimportant. Even negative feedback is better than this, but constructive criticism is the most effective as it provides actionable suggestions for improvement while maintaining a positive tone.

Types of Feedback

Feedback can be categorized into different types, each serving a unique purpose. Understanding these types can help you tailor your feedback to the specific situation and recipient.

• Positive Feedback: Positive feedback is used to reinforce good behavior, acknowledge achievements, and boost morale. It’s essential to provide specific examples and context to make the feedback meaningful.
  • For instance, instead of saying, “Great job,” you might say, “Your detailed analysis in the report was outstanding and really helped us make informed decisions.”
• Constructive Feedback: Constructive feedback is used to address areas for improvement, provide guidance, and help employees grow. It’s crucial to focus on behavior rather than personality and provide actionable suggestions.
  • For example, “I noticed that the project deadlines were missed. Let’s discuss how we can better manage time and resources to meet future deadlines.”
• Negative Feedback: Negative feedback is used to address significant issues, correct mistakes, and prevent future problems. It’s essential to deliver negative feedback in a sensitive and supportive manner, focusing on the behavior rather than the person.
  • For example, “Your recent interactions with the team have been quite abrupt, which has caused some tension. Let’s work on improving communication to foster a more collaborative environment.”
• Formative Feedback: Formative feedback is used to guide employees during the learning process, providing them with insights and suggestions to improve their performance.
  • For instance, “During your presentation, you had some great points, but it would be even more effective if you could engage the audience with more eye contact and questions.”
• Summative Feedback: Summative feedback is used to evaluate employee performance at the end of a project or period, providing a summary of their strengths and weaknesses.
  • For example, “Over the past quarter, you’ve shown excellent problem-solving skills and have consistently met your targets. However, there is room for improvement in your time management.”

By understanding and utilizing these different types of feedback, you can provide more targeted and effective employee feedback, ultimately enhancing performance and engagement.

Setting the scene for constructive feedback

For feedback to be given, listened to, and then acted upon, there are some ground rules that must be observed. I call these the ‘tools for the road’.

When you drive the highway, you first need to know your destination. You need to know what you and others can control. For example:

• you are in charge of the car;
• a road traffic accident is out of your sphere of responsibility, though you may have cause to report and help; and
• delays or roadblocks have to be negotiated.

In the workplace this means setting clear expectations for your employees. For example, provide examples of work products that clearly reflect the quality and detail you expect from an individual. When setting clear expectations, it is crucial to communicate these to your direct reports to ensure they understand their responsibilities and the feedback process.

Let your people know explicitly what they control, and provide a continuum for feedback. Remember also that feedback is a two-way street. It is about listening, understanding, and acting.

Preparing to Give Feedback

Preparing to give feedback is crucial to ensure that the conversation is productive and effective. Here are some steps to help you prepare:

• Gather Information: Collect relevant data, observations, and examples to support your feedback. This ensures that your feedback is based on facts and specific instances, making it more credible and actionable.
• Define the Purpose: Clearly define the purpose of the feedback conversation, whether it’s to address an issue, provide guidance, or acknowledge achievements. Knowing the purpose helps you stay focused and ensures that the conversation is meaningful.
• Choose the Right Time and Place: Select a private and comfortable setting where the employee feels safe and open to receiving feedback. Avoid public settings where the employee might feel embarrassed or defensive.
• Prepare Your Thoughts: Organize your thoughts, and consider the employee’s perspective, strengths, and weaknesses. This helps you deliver feedback in a balanced and constructive manner.
• Anticipate Questions and Concerns: Prepare to address potential questions and concerns the employee may have. This shows that you are considerate and ready to support them through the feedback process.

By taking these steps, you can ensure that you give feedback in a way that is respectful, clear, and effective, ultimately fostering a positive and productive work environment.

Techniques for giving and receiving feedback

When providing feedback, it is important to be on point. Feedback must be specific to behaviour.

Providing specific feedback examples can help illustrate the points you are making and ensure that the feedback is clear and actionable.

For example, saying someone is doing a good job may raise a smile, but is a short-lived ‘throw-away’ appraisal. What is that person good at? What is it that they are doing which can be used as best practice, and inform the behaviour of others?

Consider which is the better and more effective feedback of the following:

“You’re working well on these reports. Well done.”

or…

“I see you’ve put in a process to reduce the time it takes to process these reports. That’s great work, and something we could use across the whole company.”

In brief, there are five elements of constructive feedback. It should be:

• Given in a timely fashion
• Clear
• Specific
• Non-judgmental
• Actionable

Making your feedback effective using a simple feedback framework

To make feedback effective (that is to say, something that will leave a positive, engaging impact on the employee) I recommend following the situation-behaviour-impact (SBI) model. This feedback model ensures that you hit the five elements of constructive feedback I highlighted above. For example:

Capture the situation

“In yesterday’s team meeting…”

Describe the behaviour

“…you interrupted constantly.”

Describe the impact

“This forced your colleagues to shut down. Consequently, we weren’t able to discuss their ideas and arrive at a team-based solution to our problem.”

From this specific feedback, you will be able to discuss behaviour, and jointly produce a plan of action that the employee can use to improve his or her performance.

Overcoming Barriers to Giving Feedback

Giving feedback can be challenging, and several barriers can prevent you from providing effective feedback. Here are some common barriers and strategies to overcome them:

• Fear of Conflict: Fear of conflict can prevent you from giving feedback. To overcome this, focus on the issue rather than the person, and use “I” statements to express your concerns. For example, “I noticed that the project deadlines were missed, and I’m concerned about how this affects our overall timeline.”
• Lack of Time: Lack of time can be a significant barrier to giving feedback. To overcome this, prioritise feedback, and allocate specific times for feedback conversations. Scheduling regular check-ins can help ensure that feedback is given consistently and timely.
• Uncertainty about How to Give Feedback: Uncertainty about how to give feedback can prevent you from providing effective feedback. To overcome this, seek training, and practice giving feedback in a safe and supportive environment. Role-playing scenarios with a colleague can be a helpful way to build confidence.
• Fear of Hurting the Employee’s Feelings: Fear of hurting the employee’s feelings can prevent you from giving feedback. To overcome this, focus on the behavior rather than the person, and provide feedback in a sensitive and supportive manner. For example, “I’ve noticed that your recent reports have had some errors. Let’s work together to identify the root cause and find a solution.”
• Cultural or Language Barriers: Cultural or language barriers can prevent you from giving effective feedback. To overcome this, be aware of cultural differences, and use simple language to ensure understanding. It may also be helpful to ask the employee to summarize what they heard to ensure clarity.

By recognising and addressing these barriers, you can provide more effective feedback, fostering a culture of continuous improvement and open communication.

How to receive feedback

As I said earlier, feedback is a two-way street. A good manager encourages his or her people to provide feedback on him or her. Doing so will aid your development as a leader, and further promote engagement. Encouraging your team to provide more feedback can help create a culture of continuous improvement and open communication.

When receiving feedback, you should follow these bullet point rules:

• Listen attentively
• Repeat only what you heard (to clarify)
• Ask for specifics (what you are doing well, what you are doing not so well)
• Show appreciation by saying “thank you”
• Ask if (and when) you can check back

If your people appear distant, disengaged, or disenfranchised, then you may need to brush up on your feedback technique. If you don’t provide effective discussion of performance, you are doing yourself, your employee, and your organisation a severe injustice.

Contact Primeast today to discover how an Emotional Intelligence course will develop and embed effective personal skills in the workplace, for leaders, managers, and employees.

Managing Ambivalent Team Relationships

What is an Ambivalent Relationship?

An ambivalent relationship is classed as a relationship in which both positive and negative feelings are present, usually with tension and conflict.

It’s the classic love/hate situation and research has shown that this dynamic usually leads to positive outcomes when in the workplace.

Indeed, ambivalent relationships often result in creative problem-solving and accurate decision-making. Writing in the Harvard Business Review, Shimul Melwani, assistant professor of organizational behavior at the University of North Carolina, and Naomi Rothman, assistant professor of management at Lehigh University, explained that when ambivalent relationships are present, individuals are more likely to spend time trying to understand what the relationship means, and therefore put themselves in the other’s shoes. Furthermore, because ambivalent relationships breed a sense of uncertainty, those involved are more likely to work harder to establish their position.

The impact on teams

What do love/hate relationships within a team mean for those leading them? After all, it’s important that all team members know where they stand and are aligned to the same purpose for a team to function and if there is uncertainty there can’t be unity, can there?

For leaders it’s important to ensure the conflict and tension created by ambivalent relationships doesn’t turn into fighting. When negotiations break down and discourse stops being constructive it’s a sign for team leaders that ambivalent relationships have become dysfunctional and there is no longer alignment to purpose. However, negative conflict might not manifest itself in obvious brawls and verbal fights. A failure to engage in open, unregulated debate is often the cause of disengagement and real hostility. At this point, ambivalent relationships no longer exist – relations are purely confrontational.

At Primeast we work with leaders and their teams to ensure a culture of openness is created to allow purpose to evolve through constructive dialogue. This ensures all parties remain engaged and feel they can air their opinions in a safe environment.

The importance of trust

To create such a culture, it’s important that trust exists, even when there are ambivalent relationships in a group. This poses a challenge, as being unwilling to admit vulnerabilities is one characteristic of an ambivalent relationship. Yet without honesty, there can be no trust. It’s the responsibility of leaders to create an environment in which weakness isn’t frowned upon in order to counteract the natural dynamic of a love/hate relationship.

It’s also important that leaders are clear with team members to help negate some of the uncertainty that comes with ambivalence. Part of doing this is ensuring each employee knows their role, how this relates to the overall purpose and values, and what accountability procedures are in place to protect against digression.

It’s a tough balancing act

Balancing all these factors means leaders can better ensure those in their team are working as a collective and are striving towards the same goals, without sacrificing the benefits that come with ambivalent relationships and conflict…it can be a difficult thing to do.

For more insights into the benefits of conflict, read Fighting, not conflict, is a sign of dysfunction.

Primeast have been working with organizations globally for over thirty years as learning and development partners, creating outstanding leaders who are equipped to lead organizations where people can thrive.

To start a conversation about how to ‘get the balance right’ with us today, you can email Simon directly or call Primeast on +44 (0) 1423 531083.

7 Top Tips for Better Hybrid Teamworking

Hybrid working is impacting many office workers and their colleagues who are having to change the way they do things. In some organizations, where the ink on the policies and procedures has only just dried, leaders are beginning to realise these new ways of working are presenting challenges and opportunities in equal measure.

We’ve been working with a number of organizations over the last eighteen months supporting them, their leaders and teams to develop the skills and knowledge required to be able to adapt, support and lead their teams as they move towards ‘hybrid’ or ‘blended’ working practices.

The process of adopting hybrid working practices isn’t simply a case of sharpening up on your employees’ online communication skills. There are a significant number of factors to take into account from policies and procedures to behaviors and performance measures. Not only that, you need engagement and commitment from all involved. We’ve provided this simple summary of some specific considerations if you’re having to adopt and embrace hybrid working practices.

How to Improve Employee Experience Initiatives

Understanding Employee Experience

Employee experience is a multifaceted concept that encompasses the various interactions and perceptions an employee has with their organization throughout their tenure. It is a critical aspect of modern workplace culture, as it directly impacts employee engagement, productivity, and overall job satisfaction.

Definition of Employee Experience

Employee experience refers to the sum total of an employee’s interactions, perceptions, and feelings about their job, workplace, and employer. It includes every touchpoint, from the initial recruitment process to the exit interview, and encompasses various aspects such as company culture, technology, physical workspace, and employee benefits.

Importance of Employee Experience in the Workplace

Why is the employee experience so important? If the overall employee experience is good, then employees are likely to enjoy their job. Unhappy employees are likely to look for another job.

Employees who enjoy a great employee experience are more engaged at work. This translates into improved business outcomes: better innovation, customer satisfaction, and increased productivity ─ as well as an employer brand that attracts talent and produces higher profits.

The pandemic and the Great Resignation have accentuated the need for organizations to focus on crafting the employee experience and delivering moments that matter. It’s a wake-up call ─ an opportunity to deliver a renaissance that creates a more engaged, productive, cohesive, and loyal team.

Benefits of a Positive Employee Experience

A positive employee experience has numerous benefits that can significantly impact an organization’s bottom line. One of the main benefits is increase employee engagement.

Increased Employee Engagement

Engaged employees are more productive, motivated, and committed to their work. They are also more likely to provide excellent customer service, leading to increased customer satisfaction and loyalty. A positive employee experience is critical for driving employee engagement, as it creates a sense of belonging, purpose, and fulfillment among employees.

When employees feel valued, supported, and empowered, they are more likely to be engaged and motivated. This, in turn, leads to improved productivity, better job performance, and increased employee retention. Moreover, engaged employees are more likely to become brand ambassadors, promoting the organization’s values and mission to customers, clients, and the wider community.

By prioritizing employee experience, organizations can create a positive and productive work culture that drives business success. It is essential to recognize that employee experience is not a one-time event but an ongoing process that requires continuous effort and attention. By investing in employee experience, organizations can reap numerous benefits, including increased employee engagement, improved productivity, and better customer satisfaction.

Three Steps to Improve the Effectiveness of Employee Experience in Employee Retention Programmes

Step #1: Set expectations

Employees have different expectations for their individual employee experiences. Each employee has a unique life, background, career goals, and personal values. People are motivated by factors that are personal to them, and influenced by their subjective experiences.

Employee engagement refers specifically to the level of involvement and commitment an employee has towards their work. It includes factors such as satisfaction, purpose, and alignment with organizational goals, and it ultimately impacts productivity and workforce well-being.

Therefore, it’s crucial that organizational leaders set realistic expectations on what is achievable within this context, and that these expectations align with business goals and the desire to retain employees more effectively to help achieve these goals.

At departmental and team level, managers should meet regularly with their employees to ensure that individual and team expectations align with those of the organization.

Step #2: Personalizing the day-to-day workplace experience

Within the approach laid out by an organization’s employee experience programme, managers must collaborate with their employees to deliver experiences that matter. Employee feedback is crucial in personalising workplace experiences, as it helps managers understand and act on the needs and preferences of their team. To do so, managers will need to:

Share information that helps employees see places to make improvements

First, identifying the tasks to be accomplished is key. Employee engagement surveys can be a valuable tool for gathering insights to help employees see areas for improvement. Breaking down work into small, manageable steps helps to clarify the scope. Second, having a process for managing and recording progress will allow employees to know where they stand and what is left to do. Lastly, allow employees autonomy to craft their work practices, enable risk-taking, and coach employees to learn from mistakes

Provide employees with a safe environment for discussions

It’s important for employees to feel safe when discussing sensitive subjects with others. To ensure this, it’s necessary to establish clear guidelines, encourage openness, and be transparent and honest in all communication.

Employee surveys can also be used to gather feedback in a safe and anonymous manner, providing valuable insights into the employee experience.

Provide a set of relevant choices to keep employees from being overwhelmed

One of the most crucial factors in retaining employees is to make sure they are happy and satisfied with their work. One way to do this is to provide them with a set of choices so that they are not overwhelmed by the experience ─ and to help them to tailor their employee experience so that it matches their needs and preferences.

Understanding the employee journey is essential to tailor experiences to match employee needs and preferences.

Step #3: Shape memories ─ both good and bad for a positive employee experience

Not all experiences will turn out as planned. There will be both good and bad moments. Therefore, it’s crucial that managers focus on shaping memories ─ reframing the negative and reinforcing the positive.

Measuring employee experience is essential to understand and improve employee experiences over time.

Communication is the key that unlocks the potential of workplace culture and employee experience programmes

Throughout each step, communication is crucial. It’s essential that leaders and managers understand teams and individuals to craft successful employee experiences. Therefore, employees must be given channels in which to express their opinions, perceptions, needs, and wants ─ and leaders must listen. Employee experience management is a dynamic process that requires ongoing investment and refinement throughout the employee lifecycle.

Managers must share information honestly, be courteous and attentive to feedback, provide support and guidance, and celebrate positive employee experiences.

6 Factors that affect the employee experience

As an organization builds back better, in its culture and work practices, it must consider these six factors that affect the employee experience it delivers:

1. Transparency and open communication to develop greater trust
2. The creation of a frictionless work environment that embeds digital experiences in a collaborative workflow
3. An organizational culture of inclusion and belonging
4. Leadership that promotes engagement of employees in an environment in which employees are recognized by management and peers
5. Learning and development opportunities, to help employees upskill and advance their careers
6. Corporate social responsibility

When an organization develops employee experience programmes that align with business goals and engage employees effectively, the benefits ripple throughout the organization ─ helping to gel teams, boost productivity, and improve employee retention.

Where do you start? Complete the Personal Values Assessment to get a comprehensive insight into your organizational culture – the insight that will help you make more effective decisions, and aid in alignment with team members and colleagues.

What is Psychological Safety & Why is it Important?

Creating Psychological Safety at Work

What Is Psychological Safety and why Is It Important?

When we are not feeling emotionally safe in a situation, we might feel afraid to say what’s on our minds because we think it might offend someone else. Or if we criticize a certain piece of work or an idea put forward, others might make us feel bad about it for them to avoid confronting their own vulnerability.

Psychological safety is a term used in workplaces to ensure that individuals feel that they can speak up, as well as having the space and comfort to do so. This includes the knowledge that others will support you and that they will not judge you for your thoughts, feelings, or actions.

The concept of Psychological Safety has moved up the agenda in the last 18 months because of the impact of the pandemic and the introduction of new ways of working; hybrid and remote working in particular. We can all relate to the challenges of clear and open communication when working in hybrid or remote team environments. Leaders have had to adopt new skills and communication norms to be able to overcome these new challenges, ensuring teams and employees continue to feel free to communicate positively and honestly; the risk of not doing so being that vital contribution and ideas are not offered or generated which could significantly benefit the performance of the organization.

Psychological safety and diversity also go hand in hand. Diversity in the workplace refers to an organization’s efforts at hiring, retaining, promoting, rewarding, and supporting people from diverse backgrounds and experiences. The goal is to create a workplace where everyone feels like they have the freedom and support needed to attain their full potential as well as be inclusive towards others who are different from them. A strong working culture that promote inclusion and diversity will also impact on the opportunity for continuous improvement and innovation and design thinking – all of which have become increasingly critical for the growth and sustainability of any organization.

How creating psychological safety can help boost productivity & innovation

Psychological safety is foundational when it comes to creating a positive and productive work environment. For example, showing your employees how you have achieved something before in the past can help them feel less afraid of taking risks and making mistakes.

A psychologically safe work environment has many benefits. It can help boost employee engagement, productivity, and innovation. It can lead to increased creativity through ‘safe’ brainstorming, and the generation of new ideas that employees may not have expressed before because they were afraid of being judged or criticized.

What are the benefits of creating psychological safety at work?

It is all about the people. People are what make organizations successful or not, so it’s important for organizations to ensure that their employees feel valued and validated. Organisations must also take their responsibility seriously.

At the heart of creating psychological safety at work is a positive emotional vulnerability culture. This is one that empowers employees to express and share their emotions, feelings, and thoughts with their colleagues. It is a social environment where it can be safe to show emotions without judgment.

Having a positive organizational culture helps to build a sense of belonging in the workplace. It also creates trust between employees and organizations and improves employee morale. You’ll find your team suffers less burnout, develops better inter-departmental relationships, and that your business benefits from greater transparency.

Purpose: Your strategic anchor to psychological safety

Psychological safety is the feeling of belonging or connectedness to a group of people. It’s a state of mind, with elements such as trust and acceptance that is not threatened by others in the working environment. Purpose is your strategic anchor to psychological safety.

Clive Wilson, Primeast consultant is author of ‘Designing the Purposeful Organization’. In this book, he presents an approach to implementing a more enlightened and authentic leadership style that aligns people’s strengths to the delivery of a compelling future. This is fundamental to creating a psychologically safe working environment.

The book examines the eight-point framework, PrimeFocus™, which can be used to align people and purpose, moving beyond the boundaries of transactional leadership to release talent, creativity, and employee engagement:

Purpose

Purpose is the force that keeps all of life growing, creating, and thriving. Where an organization is purposeful, there exists collective energy to create and grow, to overcome seemingly insurmountable problems.

Vision

Vision is the articulation of where an organization wants to get to within an agreed timescale.

Engagement

Engagement with purpose and vision develops energy to ensure sustainable growth.

Structure

The structure should be designed to support the purpose of the business. This encompassed both physical and non-physical structures such as processes, policies, and systems.

Character and culture

Important for the organization, its teams, and individual employees, culture defines how things are done and how people conduct themselves and behave towards others.

Results

Wilson promotes the alignment of results to purpose. This removes over-emphasising transactional objectives and inspires creativity and alignment with purpose.

Success

Wilson defines a successful team as one that has a shared sense of success that takes account of, but which is more powerful than, the personal successes of all its members.

Talent

Liberating talent within an organization will engender a heightened sense of purpose and deliver better individual and collective performance.

Is your leadership promoting psychological safety at work?

Organisations that create an environment where employees feel comfortable expressing themselves and talking about their emotions can benefit in a variety of ways. These benefits include increased productivity, an improved sense of purpose or meaning at work, and happier employees.

A good environment that is conducive for the creativity and productivity of your employees will help boost their morale, motivation, and engagement. This will lead to a stronger team that helps you produce better products. Leadership plays a key role in creating psychological safety in the workplace. How is yours faring?

To learn how the Leadership Circle™ can be used to develop the skills your organization needs to deliver impactful leadership, click here.

How to Manage a Remote Team

The Role of the Leader in the Remote Working Employee Experience

The employee experience is a critical component of high-performing remote teams. Integral to this is the role of the leader. It is he or she who fosters a culture of trust and transparency in which people feel comfortable sharing their thoughts and ideas. The leader can also keep remote workers engaged and motivated, making sure that they have clear communication policies in place so that employees understand expectations for them.

How can leaders help create a better employee experience in a remote environment?

Though remote work is gaining in popularity, there are still challenges when it comes to creating an employee experience that is positive and productive, and when developing a remote work environment that is conducive to developing high-performing teams.

These 11 tips will help leaders of remote teams to lead them effectively.

1. Hire the right people

The best people for remote teams are those who can be productive without the constant supervision of their manager or coworkers. They should be self-motivated learners, technically adept, and highly collaborative with an open personality. People who are not risk-averse, but who are highly accountable.

2. Set clear expectations

It is crucial to set clear expectations for the team and its members. Leaders should fully understand their own responsibility to provide guidance and leadership to remote team members and to keep the team on the same page with project scope, deadlines, and deliverables.

3. Manage accountability

To lead remote teams effectively, managers must manage the accountability of their team members. They should be able to clearly communicate expectations, keep track of progress, and know when they need to step in with guidance or leadership. To manage accountability effectively, leaders should:

• Clearly communicate the scope of accountability of each team member
• Agree on a timetable for every project and assignment
• Monitor progress by scheduling regular check-ins
• Avoid playing the blame game if deadlines are missed

4. Communicate effectively and consistently

When well-led, a remote team can be more productive, collaborative, and agile than its on-site counterpart. However, the team manager must ensure that team members are working effectively and consistently. This requires a lot of effort and discipline. To achieve this, it is not enough to just be able to talk with team members every day. Team leaders must be able to communicate in an effective manner, motivating employees with clear expectations and the sharing of vision.

5. Build team cohesion

Team cohesion ─ the ability of the team to work as one ─ is crucial. Remote teams are more likely to have lower levels of cohesion due to the lack of face-to-face interactions and the difficulty in maintaining relationships with people who are geographically dispersed. For remote teams to be cohesive, they must be given clear instructions from their managers, engaged in the vision and mission of the organization, and feel they are working toward a collective purpose and goal.

6. Provide a safe space for employees to share their ideas

To promote collaboration, cohesion, and creativity, remote employees must be given a safe space to share ideas. This may be via one-to-ones with managers, in virtual team meetings, or by using technologies to provide channels of communication. Whatever the method selected (and those mentioned are by no means an exhaustive list of opportunities), team leaders must ensure that people feel comfortable sharing their ideas.

7. Create context by painting the big picture for the team

It is critical that leaders create the context for the team, helping the team and each member to understand how what they do connects to the big picture. Leaders of remote teams should find ways to bring this big picture to life as they:

• Describe the overall goals of the business and how each team member contributes
• Establish individual roles and the role of the team within the organization
• Lay out accountabilities, to each other and to the business
• Set rules and guidelines for communication with and within the team

8. Help employees develop their group work skills

Although it can be difficult for some employees, it is possible to lead remote teams effectively by helping them develop their group work skills and finding a way to work effectively with each other. Leaders must know their people and help them to improve qualities such as communication, collaboration, and teamwork.

9. Make meetings more effective and enjoyable

It is important for the team leader to set up meetings in an effective and efficient way. Tools such as Zoom, Microsoft Teams, or Skype enable easy video conferencing and screen sharing and can be used for both audio-only calls and video-only calls. However, while technology enables effective meetings, it is how they are organised and managed that makes them effective and enjoyable. Tips here include to:

• Ensure every meeting has a clear objective
• Make time for sharing of ideas and group discussion in each meeting
• Clarify what makes a meeting effective and how the team can help achieve this
• Include time to ‘socialise’ in team meetings

10. Don’t micromanage

One of the key reasons why micromanagement is such a widespread problem in remote teams is that it’s difficult to keep track of what employees are doing. Leaders might be able to see work in real-time, but they won’t always be able to tell if employees are doing an excellent job or not.

To avoid micromanaging, leaders must set clear expectations with their team, and make sure they are providing the tools needed to succeed ─ like feedback loops, metrics, and visibility into their work.

11. Lead with empathy

Leaders must put themselves in the shoes of their team members and understand what they might be going through. They must also take time to listen and learn from their team members’ perspectives before making decisions. It is crucial to ensure that team members feel fulfilled by their work and that leaders understand how team members feel when they are struggling, what they need, and how they can help their employees succeed in their work.

Are your leaders and managers leading their remote teams effectively? Are your once high-performing teams struggling in the remote work environment?

Complete the Personal Values Assessment to get a comprehensive insight into your organizational culture and the qualities that will help your team leaders and managers when building and leading high-performing remote teams.

Values-Based Leadership & Finding Your Why

The Power of Purpose in Values Based Leadership

When you read Simon Sinek, ‘Find your why’’ becomes a rallying call to leaders and organizations that want to inspire the key attributes of alignment. These include trust, a shared vision, greater collaboration, focus, motivation, transparency, harmony, and much more. This is where core values-based leadership comes into play, aligning actions and decisions with personal values to foster a strong organisational culture. Leaders who embrace this approach are more likely to feel aligned with their purpose enhancing resilience during challenges and inspiration during opportunities.

Sinek’s theory of the Golden Circle encompasses three rings:

• • What: The outer ring – what you do or what you make. Everyone knows what they do.
  • How: The middle ring – how you do what you do. Some people know this
  • Why: The heart of the framework – describes why you do what you do. Very few know this.

Think about it. You know that your organization makes widgets. You have a good idea how these widgets are made. Now, do you know why your organization makes widgets?

What is Values-Based Leadership?

Values-based leadership is a powerful approach that enables leaders to align their actions with their core values, resulting in a positive impact on organisational culture and performance. It involves establishing a set of guiding principles that reflect the core values and beliefs of the organisation, which serve as a framework for decision-making and shape the behavior of employees.

By leading by example and embodying the principles they espouse, values-based leaders create a culture of trust, transparency, and authenticity, driving employee engagement, motivation, and productivity.

Values-based leadership impact on organizational culture

Values-based leadership has a significant impact on organizational culture, fostering a culture of trust, transparency, and authenticity. When leaders act in accordance with their core values, they demonstrate authenticity and integrity that employees can respect and trust. This leads to increased employee engagement and loyalty, as well as a more positive workplace culture.

Values-based leadership drives innovation and creativity by encouraging employees to think creatively and take risks, leading to a competitive advantage and increased success over the long term.

Leading by Example

Leading by example is a crucial aspect of values-based leadership. Leaders must be willing to hold themselves and others accountable for adhering to the guiding principles they have established. This involves being transparent, approachable, and open to feedback, as well as being willing to make tough decisions that align with the organization’s mission and values.

By leading by example, values-based leaders create a culture of accountability, responsibility, and integrity, inspiring employees to do the same.

Benefits of Values-Based Leadership

The benefits of values-based leadership are numerous. It fosters a culture of trust and transparency, driving employee engagement, motivation, and productivity. Values-based leadership also drives innovation and creativity, leading to a competitive advantage and increased success over the long term. It enables leaders to make authentic decisions that align with their personal values, leading to greater alignment and a sense of purpose.

By implementing values-based leadership, organisations can create a positive and supportive work culture, driving business success and sustainability.

Creating a Values-Driven Organization

Creating a values-driven organization requires a clear and consistent approach. Leaders must start by identifying their core values and communicating them clearly to employees. They must then provide opportunities for employees to share their thoughts and feedback on the values, and provide training and development opportunities to help employees understand and apply the values in practice.

By embedding values-based leadership into the organization’s culture, leaders can create a culture of trust, transparency, and authenticity, driving business success and sustainability.

To understand the challenges your organization faces, and the opportunities for change, complete the Primeast PrimeFocus™ assessment.

The importance of discovering your core values

What you do is probably not unique. If you differentiate your organization, or yourself, on what you do, it won’t be much different to a million other companies and people. You make widgets. So do companies all over the world. You lead a team. So do millions of others.

What you do is grey. It melts into the background. Very rarely will your job title excite and enthuse someone to hear more. “I’m a managing director,” does not make a crowd fall over themselves to learn more.

The same can be said about your ‘how’. Describing how you do something may be interesting, but it’s unlikely to be awe-inspiring. The manufacturing process is pretty much the same if you make clothes or shoes or cars – it’s a production line on which people work machines to turn raw materials into finished goods. Have you fallen asleep yet?

There are notable exceptions, of course. You could be a deep-sea diver whose next job is to travel into space to explore why the moon is rusting.

What makes you stand out is your why. Your purpose in life. The values that prompt you to do what you do and how you do it. Now that’s a story that people want to hear. When Simon Sinek says ‘Find your why’, he makes a big point.

Why you must discover your why for organizational culture and performance

‘Why?’ is the question that many find hard to answer. It’s there, but it is abstract. It’s a collection of ideas, thoughts, values, and beliefs that a values-based leader embodies. Yet it is there. It connects who you are to what you do. It has huge power, too. It is what makes you unique and creates loyal employees, customers, partners, and other stakeholders.

The difficulty in explaining your why is its intangible nature. You can’t see it or touch it. When you discover your why as an individual, it will help you decide on the type of organisation you want to work for and the type of work you want to do. Genuine humility plays a crucial role in this discovery, allowing you to remain grounded and empathetic.

For organisations, being able to describe your why will help you identify the problems you want to solve, who you want to solve them for, and attract talent that aligns with your purpose.

Exploring your why

The question now is, how do you find your why through self reflection?

The starting point is to explore the reason you get up in the morning, the reason you go to work, the reason you do what you do. What is your story? It is that that will engage, excite, and inspire. Implement values-based leadership to ensure that your actions are aligned with your core values, helping you navigate challenges effectively.

This may sound an easy exercise, but only when you begin the discovery process will you learn how difficult finding your why can be. A partner is often essential. They will help you to identify the thread that connects your stories together, the experiences that have had most impact on you, and why your tangibles help you realise the intangible nature of your purpose.

Understanding your why will allow you to clarify your direction. It will give everything you do its purpose. It’s the reason why people are loyal to their manager and their employer. It’s the reason why customers don’t source their products based on price.

Start your journey to finding your why by completing this short Personal Values Assessment. Once you have your results, you can dive deeper with the ‘Understanding your Purpose’ free virtual workshop by Sarah Cave. Client Partner & Primeast Director, Sarah is an accredited coach and certified practitioner of the Leadership Circle™.

Cross-Cultural Management: 3 Critical Success Factors

Supporting your cross-cultural management teams to achieve better results

The experience of the pandemic and the resulting, accelerated digital transformation has catapulted our ability to work virtually which has, for many, unlocked the opportunity of teamworking beyond boundaries. This has been a critical opportunity to capture diversity of skills, knowledge and thinking to support research and development within organisations.

Many organisations, of course, have been working this way, particularly in heavily matrixed structures for many years. It is true in both situations that the opportunity to harness cross-cultural talent presents some critical success factors which leaders and organisations must consider to ensure cross-cultural working success in the business world.

Creating the conditions for an inclusive environment and successful collaboration.

Common ground must be established through setting of expectations and some norms for behaviours. Purpose and process should be agreed early on so that all team members are aligned and engaged to the vision and desired outcomes for the team.

Values inform behaviours and are a great foundation on which to build consensus for behaviours as the team proceeds. Trust and respect are equally important, and time spent on building the conditions for this to happen is well spent.

Teams can work together to identify each other’s strengths as well as their roles and expected contribution to the team; Primeast employ several tools to support this process and guide teams through the process of extracting insights from the completed assessments.

The power of unlocking this awareness can be measured directly in the results and experience of the team as they achieve their desired goals. Recognising and addressing cultural barriers is crucial to ensure successful collaboration.

Understanding, awareness, and empathy

Cultural intelligence (CQ) is critical to bridge cultural gaps that may prohibit successful teamworking and is one of the essential ‘human skills’’ that must be developed to unlock cross-cultural teamworking. Understanding body language is also crucial in cross-cultural communication, especially within virtual teams where face-to-face interaction is limited.

Cultural understanding and an appreciation of the other’s perspective and different ways of working encourages a shared sense of responsibility and recognition when activities are completed and progress is observed and measured. It removes the potential for misunderstanding, conflict and barriers to communication and allows the whole team to benefit from different backgrounds and perspectives.

This embracing of diversity of thinking reduces the incidences of confusion which cause unwelcome distractions that are contrary to the team’s success. Team members will also benefit from the learning and teaching that occurs when a culture of cultural intelligence is established. Primeast employ several tools which support the promotion of cultural understanding and appreciation of different perspectives including Globe Smart, DiSC and EQi to name a few and not including bespoke assessments and activities we create for clients.

When designing a cross-cultural teamworking programme we identify the true, sometime hidden barriers and select the best tool to achieve the desired result. Team building activities will help individuals bond with each other and are often an important element in cross-cultural team development.

Communication is everything

Leaders and participants of cross-cultural teams must master the nuances of communication and expression and encourage empathy and understanding for diverse communication styles. When working virtually it is important to be mindful of the mode of communication and to ensure the best method of delivery or communication is selected for the message, purpose and audience.

There are a range of tools and frameworks which can be adopted to help find common ground with communication. Effective cross-cultural management can significantly enhance collaboration and performance, leading to organisational success.

Listening is also important when it comes to sharing information and understanding (read more in our article on generative listening)- checking back and mirroring are simple-to-adopt techniques to ensure everyone is clear about the intention and message. Questions can help team members dig deeper to ensure they appreciate the various perspectives which might be influencing the communication style. Be curious and dig deeper – you’ll be surprised what you will uncover. Be clear about how team members can express and contribute when working together or in meetings and make sure voices are heard and valued.

Primeast has been working with organisations for over 30 years helping to develop high performing cross-cultural teams. Our facilitators are highly experienced at providing the conditions for teams to begin to understand the strengths and differences they can harness to improve communication, productivity, and results. With supporting coaching, we have created sustained change in performance which has proven to have a significant impact on the business.

You can read more about one such programme we created for a leading pharmaceutical company seeking to unlock the potential of cross-cultural, multi-disciplined matrix teams responsible for working together as part of the clinical trials process. The results were incredibly powerful, reducing timelines by up to 14 days which, if you consider the cost of 1 day’s clinical trial project, the impact was significant.

How to resolve cross-cultural misunderstandings before they arise

With businesses becoming increasingly internationalised, and in-house and extended teams increasingly multicultural, today’s managers are faced with a conundrum that did not fall on their predecessors: how to communicate effectively across cultures.

In order for businesses to remain effective and competitive, leaders need to engage their employees rather than inform and instruct. There are challenges in doing this: communication contexts differ across cultures. Managers who get it wrong are left to resolve cross-cultural misunderstandings. Often, this can be damaging to the organisation’s internal and external reputation. Developing cross-cultural management skills is essential to enhance collaboration and avoid conflicts arising from cultural differences.

In the worst cases, the inability to resolve cross-cultural misunderstandings can decimate promising businesses and mergers. Think DaimlerChrysler (a merger that was called a ‘merger of equals’ when it was conceived, a fiasco a few years later) or AOL and Time Warner (with the AOL-Time Warner share price down from $72 in 2000 to $15 in 2008), and you’ll realise the damage that cross-cultural differences can cause if left unresolved.

In this post, I study a five-step strategy to avoid the need to resolve cross-cultural misunderstandings by preparing for them first.

1.     Understand the communication style of different cultures

People from different cultures communicate differently.

Some, like the United States, Australia and the UK, are more direct. Communication is precise and open, and more emotional. This is called ‘low-context’’ culture.

Others, especially Chinese, Japanese and Indian, are subtler. Meanings are often not explicitly stated, but instead implied within information provided. This is called ‘high-context’’ culture.

Some cultures communicate calmly, basing discussion wholly on facts and acting decisively (linear-active). Others are courteous, good listeners, and amiable (reactive). A third type of culture is warm and emotional (multi-active).

By understanding these differences, you will be able to temper your communication style accordingly and be more effective in cross-cultural teams. Managing a multicultural workforce with varying communication styles can present challenges and potential conflicts.

2.    Understand that there will be cultural differences in value

Every culture has different values. These may develop over time. For example, the class-based society that was prevalent in the United Kingdom for many hundreds of years has largely been expunged. In India, the caste system is still very much alive despite being outlawed. Effective cultural management is crucial in understanding and bridging these cultural value differences.

Geert Hofstede identifies five dimensions of cultural perspectives:

• Power Distance
• Individualism vs. Collectivism
• Masculinity vs. Femininity
• Uncertainty Avoidance
• Long-term vs. Short-term Orientation

As an example of the above, power distance is the dimension that describes India’s caste culture – the acceptance of inequality between different people:

• Individualism vs. collectivism refers to the emphasis on individual or collective success.
• Masculinity vs. femininity refers to the extent to which the culture emphasises masculine, work-related goals rather than humanist goals.
• Uncertainty avoidance refers to the need for rules and direction rather than ambiguity.
• Long-term orientation vs. short-term orientation refers to the level of goal-setting in a timeframe context.

By understanding how different cultures ‘operate’ within these five dimensions, you will be able to bridge the gap that exists between your cultural dimension and that of your employees or customers.

3.    Develop effective cross-cultural communication style

When you understand these cultural differences, you can develop your communication style to avoid the need to resolve cross-cultural misunderstandings. This ability interlinks seamlessly with high-level emotional intelligence. You’ll become more tolerant of ambiguity, be more flexible toward different cultures, and less certain that your culture is right in all circumstances and situations.

 

Developing communication skills such as openness and agreeability will help to build respect for you as a leader and engender effective communication. Request and expect feedback to help develop your cross-cultural communication capabilities. By appreciating cultural differences you’ll avoid cross-cultural misunderstandings, which can ruin promising relationships.

4.     Avoid becoming frustrated

It is natural to expect others to behave in line with our own cultural norms. Should this not be the case, instinct is to reject it. Managers and leaders should not show such frustration toward behaviour dictated by different cultural values, though this is incredibly difficult to do. Providing equal employment opportunities is essential to avoid frustration and promote inclusivity.

The way to combat this is to open up to cultural differences. Instead of acting with prejudice, seek to learn more by asking about the values that dictate certain behaviours. This should help you resolve differences in a more understanding and cooperative environment.

5.     Employ appropriate motivations

Motivational techniques and incentives are often dictated by organisational culture, and this is often highly linked to where the organisation was founded or is currently headquartered. Companies often employ a single incentive scheme, with recognition and reward uniform across all their geographical locations. These are often made without regard for cultural differences within teams, also.

When expanding to other geographical locations, employing a cross-cultural team, or seeking to benefit from talent via remote employment, it is possible that your current incentive scheme and motivational techniques lead to a reduction in productivity and effectiveness of your employees where cultural differences exist.

It should be noted that such cultural differences can exist happily within communities of workers. For example, while one person may be motivated by being offered more autonomy, another may reject the freedom as they expect their supervisor or manager to be responsible for the task being done. Adapting key distribution strategies to fit different cultural contexts is crucial for ensuring that products and services are effectively delivered and well-received in diverse markets.

Cross-Cultural Team Challenges

Managing a cross-cultural team can be a complex and challenging task. With team members from diverse cultural backgrounds, it’s essential to be aware of the potential challenges that may arise. In this section, we’ll explore some of the common cross-cultural team challenges and provide tips on how to overcome them.

Overcoming Language Barriers

Language barriers can be a significant challenge in cross-cultural management. When team members speak different languages, it can lead to misunderstandings, miscommunications, and frustration. To overcome language barriers, consider the following strategies:

• Provide Language Training: Offer language training programs to help team members improve their language skills. This investment not only enhances communication but also shows a commitment to supporting your team.
• Use Translation Tools: Utilise translation tools, such as Google Translate, to facilitate communication. While not perfect, these tools can help bridge the gap in understanding.
• Appoint a Language Ambassador: Appoint a team member who is fluent in multiple languages to act as a language ambassador and facilitate communication. This person can help clarify misunderstandings and ensure messages are accurately conveyed.
• Use Visual Aids: Use visual aids, such as diagrams and pictures, to convey complex information. Visuals can transcend language barriers and help ensure everyone is on the same page.

Navigating Global Teams

Managing a global team requires a deep understanding of cultural differences and nuances. When team members are located in different parts of the world, it can be challenging to navigate time zones, cultural norms, and communication styles. To navigate global teams effectively, consider the following strategies:

• Establish Clear Communication Channels: Establish clear communication channels and protocols to ensure that team members are aware of expectations and deadlines. Consistent communication helps prevent misunderstandings and keeps everyone aligned.
• Use Technology: Utilise technology, such as video conferencing tools, to facilitate communication and collaboration. Tools like Zoom or Microsoft Teams can help bridge the physical distance and create a more cohesive team environment.
• Be Flexible: Be flexible and adaptable when working with team members from different cultural backgrounds. Understanding and accommodating different working styles and time zones can enhance team cohesion and productivity.
• Celebrate Cultural Differences: Celebrate cultural differences and encourage team members to share their cultural practices and traditions. This not only fosters a more inclusive environment but also enriches the team’s collective experience.

Building a Unified Team Culture

Building a unified team culture is essential for cross-cultural management to succeed. A unified team culture promotes collaboration, communication, and trust among team members. To build a unified team culture, consider the following strategies:

• Establish a Shared Vision: Establish a shared vision and mission that aligns with the organisation’s goals and objectives. A common purpose helps unite team members and provides a clear direction for their efforts.
• Foster Open Communication: Foster open communication and encourage team members to share their thoughts, ideas, and concerns. Creating an environment where everyone feels heard and valued is crucial for team cohesion.
• Promote Cultural Awareness: Promote cultural awareness and understanding among team members. Providing training and resources on cultural differences can help team members appreciate and respect each other’s backgrounds.
• Celebrate Diversity: Celebrate diversity and promote inclusivity among team members. Recognising and valuing the unique contributions of each team member can enhance collaboration and innovation.

By implementing these strategies, you can build a unified team culture that promotes collaboration, communication, and trust among team members. Remember, building a unified team culture takes time and effort, but it’s essential for cross-cultural teams to succeed in today’s global business environment.

Understand how people react and interact, and how you do

Natural reactions are, in large part, attributable to cultural upbringing. By understanding this, a leader is better able to employ the right person for individual cultural diversity and customise the approach to policies and procedures.

However, this is not enough for a leader to supercharge his or her culturally diverse team. It is also necessary to understand how you react and behave, and to what extent these behaviours are dictated by your cultural background. By having such understanding of self, you will be able to be more empathetic toward others in a multicultural team by adapting your leadership style to integrate different cultures.

To find out more

Contact Primeast today to discuss our Management Development Series, including our Energy Leadership Program, which helps develop high-performing managers into inspirational leaders.

Teamwork Lies at the Heart of a Successful Matrix Structure

For many years, large-scale businesses have been turning to the often criticized corporate matrix structure to help to break down silos, create flexibility and ensure resources are used as effectively as possible. However, without a commitment to building strong teams that are capable of engaging with stakeholders across all departments, the structure simply will not work.

What is a matrix structure?

In its simplest form, a matrix organizational structure provides a mix of self-contained units and lateral teams. This model helps to provide greater flexibility in terms of chains of command, while at the same time ensuring staff are able to develop their skills across multiple disciplines.

It means that in practice, individuals within a team may have more than one boss, with differing levels of influence depending upon their position within the business. Examples of this can be found in many large and multinational organizations, which often operate at local, regional, national and international levels. As such, while individual team members will often report to a direct manager, there are multiple lines of communication between all members of staff that mean collaboration is key to the fulfilment of even the most basic of work functions.

Due to the global nature of many large corporations, this form of multi-line management allows for a more coordinated approach to the delivery of large-scale projects, many of which will make use of skills from separate departments.

However, one of the difficulties with this management structure can be in ensuring staff do not become insular and see their role purely within the realm of the function which makes up the mainstay of their job. This can result in the formation of unwanted silos, as individuals fail to see the benefits of working outside of their preferred function, hindering the ability of teams to deliver on their goals.

It also means that the role of the manager can become blurred, leading to less effective leadership, as individuals do not feel they have full control over all aspects of their team – something that may be alien to many corporate leaders that are used to a more traditional, vertical approach to team integration and design.

Herman Vantrappen, managing director of strategic advisory firm Akordeon, and Frederic Wirtz, head of organization advisory business The Little Group, wrote in an article for Harvard Business Review that the key to a successful matrix is to clearly define the structure from the outset and ensure these systems are only used when they are the best way to achieve overarching business aims.

A sparing use of the matrix structure can therefore often be far more beneficial to achieving these goals than a blanket rollout across the board. For example, Vantrappen and Wirtz describe the situation of a regional finance manager who must coordinate closely with subsidiaries in many different countries. In this case, it would be sensible to place this individual in a matrix managerial role, with multiple lines of reporting that ensure there is a single point of contact for all. This helps to make the disparate team members into a cohesive unit and ensures everyone is working to achieve the same purpose.

The role of teams in matrix organizations

The ability of individuals from both different teams and different disciplines within a business to operate as a cohesive whole plays an important role in determining how successful a matrix structure will be.

To achieve positive results, all team members must operate with the same purpose, otherwise conflicts will arise and overall productivity will be lost. Creating solid lines of communication is also important to ensure all staff are on the same page and feel comfortable discussing issues that would otherwise lead to conflict.

In Patrick Lencioni’s book ‘The Five Dysfunctions of a Team’, he sets out some of the significant stumbling blocks that corporations need to overcome in order to foster a stronger collaborative ethic, many of which will be a factor in ensuring teamwork is not diminished through potentially blurred lines of command.

He states that the fundamental issues that impact effective team building within an organization include:

• Fear of trust: An unwillingness to appear vulnerable within the group.
• Fear of conflict: The creation of artificial harmony, which does little to defuse conflict.
• Lack of commitment: Feigning buy-in to group decisions means not all team members are working towards the same goal.
• Avoidance of accountability: Not calling to account those team members that may be failing to deliver results can breed a mindset of low standards.
• Inattention to results: Placing oneself and personal goals ahead of the team’s aims will cause unrest.

Each of these obstacles must be overcome if teamwork is to be bolstered and a true matrix structure is to deliver real and lasting benefits for a business.

Creating strong teams

According to Bruce Tuckman’s 1965 team-development model ‘Forming Storming Norming Performing’, the development of a strong team that is able to deliver on its promise does not take place overnight; it takes a period of effort to adapt to change and to then begin performing at the team’s maximum potential.

Each stage of the process throws up a new set of problems that teams must overcome in order to move forward. At first, during the ‘forming’ stage, teams will generally suffer from several of the key dysfunctions as highlighted in Lencioni’s work – a situation which, in turn, will result in the ‘storming’ stage, as these issues are brought to a head and resolved.

Once teams have been established for a long enough time to have overcome these initial difficulties, they will then enter the ‘norming’ stage, which often leads to a general ramping up of output, productivity and stability as a cohesive unit.

Finally, when well-established teams are supported correctly and all members are working towards the same purpose and goals, this results in entry to the ‘performing’ stage – a situation where all are working as one and the best results are likely to be seen.

However, any disruption to the structure of a team – such as through the creation of multiple chains of command that are not all acting with a single purpose – can reset this process, pushing back the ability of individual team members to work to their full. A strong team ethos and a clear understanding of overarching goals is therefore imperative when planning the rollout of a matrix structure.

Managers should bear in mind the attributes of staff when determining who will work best within a matrix setup, as not all individuals are ideally suited to working in this manner. Business leaders should take into account the current culture within existing silos and hand-pick those individuals that demonstrate the core key skills of strong communication, leadership and an ability to act effectively both within the team setting and autonomously when required as being the best fit for this management style.

As a result, there can be no no one-size-fits-all approach to creating a successful matrix, instead there needs to be a thoughtful use of this practice to deliver positive gains in areas where a collaborative approach to business functionality is essential to securing good results.

By embracing the lessons of starting small, only implementing these structures when they provide a clear organizational benefit and committing to ensuring individuals with the best fit are drafted into this model, companies could see clear and lasting benefits from the uptake of a matrix structure.

To find out more, read ‘Building Trust in Teams’ and view our Scaling Talent ‘Improving Team Performance’ modules

How to Have Open and Honest Communication with Colleagues

When asked to describe the virtues that make a great team player, Patrick Lencioni told Forbes that an employee needs to be three things: humble, hungry, and smart. He then went on to describe these attributes as:

• Humble – having little ego, and focusing more on teammates
• Hungry – having a strong work ethic, determined to get things done and contribute in any way possible
• Smart – understanding the group dynamics, how to say and do things, and have a positive outcome

The smart element brings me to the role of emotional intelligence in interpersonal and intrapersonal relationships. It’s the secret to open and honest conversation with colleagues. Open and honest communication fosters a positive company culture by creating a trusting and honest environment, which enhances overall company culture. Additionally, transparency and trust can improve overall company performance by encouraging employees to express their concerns and ideas openly.

The Importance of Honest Communication in the Workplace

Honest communication is the backbone of a healthy and productive workplace. When employees feel comfortable sharing their thoughts and ideas, it fosters a culture of trust, respect, and open communication. This transparency helps to prevent misunderstandings, resolve conflicts, and build strong workplace relationships. Moreover, honest communication encourages employees to take ownership of their work, share their expertize, and collaborate effectively with their colleagues.

Promoting psychological safety is crucial in this context. When employees feel safe to express their opinions without fear of negative consequences, it leads to higher employee satisfaction and engagement. Open communication channels ensure that everyone feels heard and valued, contributing to overall well-being and a more cohesive team dynamic.

Emotional Intelligence: the key to unlock team capability

The higher your emotional intelligence, the more confident and adaptable you are likely to be. Within a team-based organization, your emotional intelligence is a determinant of your value to the team. It dictates your ability to communicate with openness and honesty, and this encourages others to do likewise.

It is this that leads to complete trust and the deeper intrapersonal relationships that drive team coherence and success. Additionally, emotional intelligence enhances employee engagement by fostering a transparent dialogue that builds psychological safety and trust. This, in turn, contributes to employee happiness by reducing stress and improving job satisfaction.

What emotional intelligence traits do you possess?

The traits of an emotionally intelligent person include:

• You are a people person, who enjoys discovering what makes others tick. You’re empathetic, curious about strangers, and are adaptable in different company.
• You understand your own strengths and weaknesses, and use this knowledge for the benefit of the team. This understanding is evidenced by your self-confidence.
• You understand what upsets you, and this means you are better able to control your own emotions and make decisions objectively.
• You’re a good listener, which avoids making assumptions and creating communication havoc that deteriorates relationships.
• You’re true to your values, and these include acting ethically and caring about others.
• You collaborate willingly, you are more mindful, and offer to help others.
• You deal with setbacks well, not allowing them to distract you from achieving your final goal, but rather using them as lessons to inform self-improvement.
• You trust your intuition, being a good judge of character and reader of non-verbal communication. Your gut instinct is rarely wrong.
• Increase your ability to form transformational interpersonal and intrapersonal relationships

Communicating in an open and honest manner is key to developing a greater understanding, more empathy, and an improved awareness of others. Your relationships will become deeper and more trusting. These traits lead to highly engaged employees who are committed and perform better. Additionally, they enhance workplace productivity by fostering effective communication and collaboration. The key to achieving this level of interpersonal and intrapersonal relationships is to work to improve your emotional intelligence.

Building a Culture of Open and Honest Communication

Building a culture of open and honest communication requires a deliberate effort from the leadership team. It starts with creating a safe and supportive office environment where employees feel comfortable sharing their thoughts and ideas. Implementing open-door policies, regular team meetings, and anonymous feedback mechanisms are practical steps in this direction.

Leaders play a pivotal role by modeling open communication themselves. Being transparent, approachable, and receptive to feedback sets a positive example for the rest of the team. Additionally, prioritising employee development and growth through training and mentorship opportunities can further reinforce the importance of open communication. Recognising and rewarding employees who demonstrate these skills helps to embed this culture deeply within the organization.

Effective Communication Strategies

Effective communication strategies are essential for promoting honest communication in the workplace. Here are some strategies that companies can use:

• Regular Team Meetings: Hold regular team meetings to encourage open communication, share updates, and discuss challenges and opportunities. This helps to keep everyone on the same page and fosters a sense of unity.
• Anonymous Feedback Mechanisms: Implement anonymous feedback mechanisms, such as surveys or suggestion boxes, to encourage employees to share their thoughts and ideas without fear of retribution. This can provide valuable insights and help address issues that might otherwise go unnoticed.
• Open-Door Policies: Implement open-door policies that allow employees to approach leaders and managers with questions, concerns, or ideas. This openness can help to build trust and ensure that issues are addressed promptly.
• Training and Mentorship: Provide training and mentorship opportunities to help employees develop effective communication skills. This investment in personal development can lead to more confident and capable team members.
• Recognition and Rewards: Recognize and reward employees who demonstrate open communication skills, such as active listening, clear expression of ideas, and respectful feedback. This positive reinforcement can encourage others to follow suit.

By implementing these strategies, companies can promote honest communication, build a culture of open communication, and reap the benefits of a more productive, engaged, and satisfied workforce.

Contact Primeast today to discover how an Emotional Intelligence course will develop and embed effective personal skills in the workplace, for leaders, managers and employees.

Developing Leadership from Employee Value Propositions

What is an Employee Value Proposition?

An Employee Value Proposition (EVP) is a statement that defines the unique benefits, rewards, and values that an employer offers to its employees in return for their skills, experience, and commitment. It is a promise that outlines what an employee can expect from working for an organization, including opportunities for growth, development, and well-being.

A strong EVP is essential for attracting and retaining top talent, as it sets an organization apart from its competitors and provides a clear understanding of what it means to work for the company.

Learning Organizational Leadership from Employee Value Proposition Examples

It’s no secret that energized employees perform at their peak, and employees who feel disengaged can be a destructive element that no employer wants. As part of engagement strategy, organizations are finding that a strong and sustainable employee value proposition is invaluable. Here I look at two different employee value proposition examples before describing the steps to creating an organizational environment that emulates the best employee value proposition examples.

Why a Strong Employee Value Proposition is Important

A strong Employee Value Proposition (EVP) offers numerous benefits to an organisation, including:

• Attracting and retaining top talent: A clear and compelling EVP helps to differentiate an organization from its competitors and attracts the best candidates.
• Improved employee engagement: When employees understand the value they bring to an organization and what they can expect in return, they are more likely to be engaged and motivated.
• Increased productivity: A strong EVP can lead to increased productivity, as employees are more focused on their work and more committed to the organization.
• Reduced turnover: A well-defined EVP can help to reduce turnover, as employees are more likely to stay with an organization that offers them a clear understanding of what they can expect.

Key Components of an Employee Value Proposition

A strong Employee Value Proposition (EVP) typically includes several key components, including:

• Compensation and benefits: A clear understanding of what an employee can expect in terms of salary, benefits, and rewards.
• Career development: Opportunities for growth, development, and advancement within the organization.
• Work-life balance: A commitment to supporting employees’ personal and professional well-being.
• Company culture: A clear understanding of the organization’s values, mission, and culture.
• Recognition and rewards: A system for recognizing and rewarding employees’ contributions and achievements.

By including these key components, an organization can create a strong EVP that attracts and retains top talent, improves employee engagement, and drives business success.

Employee value proposition examples in action

An effective employee value proposition will act as a magnet to the best talent, and help retain them. If your company is finding it difficult to hire top people, or is losing its best people to competitors, it could be that you need to look inward and reassess your employee value proposition.

When TNT Express found itself losing out in the talent employment race, it did exactly this. It canvassed employees and asked why they felt disengaged. From these results senior management on-boarded middle management to align these employee wishes with the organization’s strategy, culture, and investment in human capital management. It is crucial to address the needs of both potential and current employees to create a compelling EVP. In its study, the factors identified as important to employees included:

• Health benefits
• Vacation benefits
• Manager quality
• Communication
• Respect

Among almost all employee groups surveyed, compensation came some distance behind other factors identified as important. TNT referenced its developing employee value proposition to three of these elements that most aligned with its strategy. Prime of these was the quality of its leaders and the methods and depths of communication within the company.

Netflix created an open and inviting culture as its employee value proposition (EVP), as perhaps you would expect. It emphasizes that it values diversity in the workforce, and empowers employees with freedom and responsibility. It doesn’t have a vacation policy. Nor does it dictate on clothing, and its policy on expenses is simple: “Act in Netflix’s best interests.”

The company also encourages its people to consider the long-term view, with a strategy that engages employees in their own career development.

How can you profit from employee value proposition examples?

Excellent and sustainable employee value propositions do not come about by accident. High annual employee turnover can lead to significant financial losses, making it crucial to develop an effective EVP. Both TNT and Netflix took deliberate action to create a uniqueness of company brand that appeals to top talent and then retained them. Here are four steps to create your organisation’s unique EVP:

1.     Think Strategically

Whether purposefully or not, your organization does have an EVP, even if it has not been formalized or strategized. In order to create a progressive EVP, think strategically and involve employees in discussions, as TNT did:

• Instigate employee surveys
• Align the EVP with organizational values
• Communicate with employees

2.     Integrate the EVP strategy with leadership and rewards

With the EVP formalized, create a set of objectives to deliver on the promise of the EVP. A compelling EVP can significantly decrease annual employee turnover by attracting the right talent and retaining employees. The elements in the EVP will identify with employee competencies, human capital management practices, career path progression, and compensation.

3.     Communicate the EVP and deliver the internal brand

At this step, the own employee value proposition (EVP) is fully aligned on a companywide basis, and it is now time for strong leadership to engage employees in an environment of mutual trust. It’s now time to discuss strategy in an open and transparent communication style, engaging employees in the process of creating and delivering an internal brand aimed at retaining top talent.

4.     Remain unique in the competitive marketplace

Even within organizations, different segments will have different needs and these can now be defined at micro-levels. Use this increased knowledge to be unique in the marketplace and gain an advantage over competitors.

To benefit from an EVP, take a page out of the TNT and Netflix books and:

• Understand your people;
• Define the value-added rewards based upon this knowledge;
• Deliver those rewards; and
• Communicate continuously

Contact Primeast today to discuss our Management Development Series, including our Energy Leadership Program, which helps develop high-performing managers into inspirational leaders.