Category Archives: Employee Engagement

How to change your team members’ moods

I’m sure from time to time even your most outgoing team members have their off days – those times when they are down, flustered, bored, angry or frustrated.

And of course, this impacts their colleagues.

And your customers.

Most people believe they can’t change their moods, but here are 4 things (including an exercise you can do with your team as part of your customer service training) you can do with your team to influence their moods, so they are more productive and engaged with their job and engaged with servicing your customers well.

Action point

If you only do one thing as a result of watching this, help your team members identify when they are in an unresourceful state and how to change this.



How to get employee buy in

how to get buy in

Getting employee buy in

I’m sure that at some point in your career you’ve been told to get on with a task with no idea why you should do it and therefore either carried out the task, but to the minimum standard, or worse still simply avoided it altogether.

Last week on a management workshop I was running, we discussed how we get people to buy-in to a task, so people do the task willingly, enthusiastically, and even with a degree of pride.

At the very least to get buy in and for team members to do anything with any degree of commitment they need to understand the reasons why – why does it need doing in the first place and why them. Identify reasons or benefits that are personal to them, not just how it helps the business.

Better still ask for their input in what needs to be done or in the way it has to be done. You might be thinking “well if it is a new law or company policy it won’t be open to discussion”. True, what has to be achieved may not be open to discussion, but the way it is achieved might well be.

Let’s say you have a new piece of health and safety legislation to introduce. It’s the law, so it is not negotiable.  But because it is the law, all the more reason why you can’t have people deciding to ignore it. You need that buy in. Threats might work, but not very effectively.

What is negotiable is the way it can be achieved. By asking for people’s ideas, recognising their experience and knowing the work better than anyone, they will often come up with the best way to implement something that on the face of it is just extra workload. The greater the level of involvement in the process and decision-making; the greater the level of buy in.

And if they come away thinking it was their idea, the more likely you are to see it done with some degree of enthusiasm, commitment or pride.

Gaining buy-in Video from the A-Z of managing people

Measuring employee engagement


Engaging your team

Engaging your team

Have you sussed what makes them tick?

I had some lovely feedback last week from one of my clients relating to a development programme I’m running for his management team. He was referring to some actions taken from the programme and on this occasion it related to finding out what’s important.

Too many managers waste time trying to work out for themselves what motivates people in their team.

But the answer’s quite simple.

Why

Before I talk about how, let’s understand why; why it’s important for you to understand what’s important to your team members.  When you know what’s important to someone about their work, it enables you to ‘manage’ them in a way that helps them feel valued.

Finding out about what people value outside work as well as in work can be a real insight too.

When you know what’s important to someone outside work you’re in a much better position to allocate tasks that will resonate and engage that person. By looking at the attributes and skills that are needed in those situations that could be applied in the workplace. What people get involved in outside work can give you an inkling as to where their strengths lie.

For example, if they demonstrate a creative streak, do they get involved with highly competitive sports or activities, do they have a role of helping the community, supporting and caring.

Rather than making everybody mediocre at everything they do, why not tap into those strengths, talents and passions so they excel in specific areas, and work as a team to bridge the gaps in individuals’ abilities or interests?

Of course, it’s not always be practical or possible, but if you aim to do this wherever you can you’ll soon see your team members engaging more with their work and get the best from them.

Ask the question

One of the exercises I often do as an ice breaker is to get people either talking about or even drawing images of an accolade or something they’re proud of, be that in or out of work and something recent or from years back.  Just by getting them talking about these makes people feel good, as well as helping me get an insight into what’s important to them. This is a great activity to run in a group setting as team mates also see what’s important and often they’ll discover common interests with their colleagues, which help bring them together.

I also do a variation of this with managers asking them to draw their idea of motivation and engagement. Nine times out of ten I get a £, and invariably I get drawings of trophies, and winning, but what’s also interesting is the variety of other ideas and themes that go up too. Pictures of families and friends, trees and mountains, of sporting activities, to name but a few.

Money, money, money

Everyone assumes money is a key motivator. There’s no denying it’s important; I’m sure none of us would work as hard as we do – if at all – if we weren’t getting paid for it. But does it really motivate or engage people? No. But taking it away will definitely leave people demotivated and disengaged.

So messing up their overtime, delaying their pay review, challenging legitimate expenses, or passing them over for promotion without being given a chance will all inevitably have a negative impact. In the same way as any other ‘hygiene factors’ such as safe working conditions, giving them the right tools and resources for the job, avoiding too much red tape.

No one is going to say “wow” when you provide them, but oh boy, will they notice when you take them away.

Are we any different?

When working with managers I often ask them to list the things that motivate and engage them. Then to think about the most challenging team member and write list of what they believe motivates and engages that person.

The first thing of note is that invariably these lists look very different. Why is it that challenge, achievement and personal development often feature on the first list but not the second? And money, job security and making the job easy often feature on the second list but not on the first.

I then go on to ask which one of the lists they think is most accurate. Of course it’s their own! Because nine times out of 10 the manager hasn’t ever asked the question nor had a discussion on what’s important to that person. It’s all based on assumption and perceptions, and sadly these are so often way off the mark.

So is it any wonder then that it’s easy to end up with a disengaged team if we don’t know what will engage them?

Ask the question

Finding out what’s important to people might start at the interview, and can be built upon during one-to-one reviews, informal discussions and meetings.

Being overly direct and asking ‘what motivates you?’ might not get you the information you’re looking for. So reframe the question, to make it more conversational, such as asking what they enjoy about certain tasks and why; how they feel about particular aspects of their job, what they’ve been most proud, or recent achievements at work. Conversely ask about the things that disappoint or frustrate them, and what they’d change if they could.

Ask casually about how their weekend was or what they have planned for the evening ahead or their day off, and show an interest in what they get up to outside of work.

Take action

So, stop trying to suss out for yourself what makes your team members tick. Ask them!

Related content

How important is happiness at work

Understanding your team video



Measuring Employee Engagement

measuring employee engagement

Measuring employee engagement. Poor engagement is costing businesses millions, but if you don’t measure it how can you manage it?

As a business owner understandably you’re focused on sales and growth.

Most business owners I work with are too.

But I also see many letting money slip through their fingers unnoticed. Profits they could retain with a few simple steps.

We’ve finally woken up to the benefits of having an engaged team yet evidence still shows that 80% or more of staff are not engaged at work.

That’s shocking and frankly quite sad.

Particularly as according to a study by Gallup, having a highly engaged workforce leads to 20% higher sales, and 21% higher profitability.

The high cost of disengagement

So, if engaged employees improve revenue and profit, how much are disengaged employees costing you? The numbers can be staggering. When Gallup collected data on this, they found disengaged employees have a 37% higher rate of absenteeism, 18% lower productivity, and 15% lower profitability.

So it’s costing businesses millions.

It’s crazy that business owners measure their financial and sales performance, yet so few measure how engaged their employees are.

And, as the management guru Peter Drucker famously said, “If you can’t measure it, you can’t improve it.”

Unfortunately disengaged employees aren’t necessarily that easy to spot.

They come to work on time, they do what’s asked of them and they say yes to your requests.

But…

These are also the people who only do the minimum expected and seldom more, they rarely go out of their way to support their colleagues, and are liable to whinge the minute your back is turned.  They’re not consciously unhappy, but nor are they enthused, excited or energised about their job.

But the worst of it is they are like a rotten apple. If we don’t spot them early they bring everyone else along with them.

Look here to take the first step in measuring your engagement levels right now.

Are you measuring employee engagement?

If you only do one thing towards measuring employee engagement:

Request a free engagement assessment here to get anonymous feedback on what you can do to improve and make your business a better place to work.

And stop those profits sneaking out the back door.

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Employee Recognition starts with Thank You

employee recognition

Employee Recognition? Why do 78% of employees feel they’re not recognised?

This isn’t the blog post I intended to share today; but I was prompted by seeing 2 uplifting posts on LinkedIn this morning, both celebrating team members’ efforts. One was from the team member herself, sharing the thank you note and flowers she’d received from her general manager, the other from the GM saying a public thank you to his team.

“So what?” you may ask. Is this such a big deal?

I believe it’s all too easy whilst businesses and their teams are working so hard to get back to any kind of normality, particularly when they are struggling to recruit staff, that some of the softer elements of leadership get forgotten.

Pre pandemic I remember reading a statistic from UK research that stated that 78% of employees didn’t feel recognised! That to me is a pretty shocking – and sad – statistic.

I doubt strongly it’s any better now.

And yet employee recognition can have a massive impact on productivity, on customers’ experience, and on staff retention.

I know I’ve written about employee recognition many times before but here are 6 ideas for employee recognition and saying thank you:

  1. A thank you will have more impact if it’s spontaneous and in the moment; at the end of a busy shift, when you spot someone helping a colleague, when you see someone going out of their way to help the customer, whenever anyone demonstrates your values.
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  2. Saying thank you will have far more impact if you’re specific; what are you thanking them for, what impact that has had on the team, for your customers, for the business, etc.
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  3. Ensure your thanks extends to those beavering away behind-the-scenes. Your grounds and building maintenance teams, your housekeepers or cleaners, your finance team. All these people have an impact on your customers’ experience, either directly or indirectly, and ultimately on your business success.
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  4. Make your thank you’s personal and appropriate for the individuals. What would they appreciate most? Public recognition? A handwritten note from you or your owner/managing director? The opportunity to leave an hour earlier to tend to a personal matter? A small token gift relevant to an interest or hobby? Apart from the last idea, none of these cost; it’s never about the money. It’s the thought that counts.
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  5. Encourage your supervisors and line managers to show recognition. Recognition doesn’t have to be rationed, so encourage them to give this freely. Help them identify how powerful recognition can be. This, of course, starts with you and how you recognise them; be their role model!
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  6. Recognition doesn’t just come from the top. Make it easy for team members to show recognition for one another: when a colleague has stepped in to help someone who is struggling, when another department has mucked-in to support on a big event, when someone’s made a personal sacrifice to cover sickness.

Take action

If you only do one thing, make a point of thanking every one of your team members for something this week.

10 ways to show your team some love

Employee recognition ideas from A-Z of Managing People video series



How was I supposed to know!

setting expectations

Setting Expectations

I’m just preparing a workshop focusing on setting expectations, for the next module on an in-house management development programme.

In my experience, none of us like to be he left not knowing what’s expected of us.

For example, have you ever parked somewhere, thinking it’s perfectly okay, until somebody angrily tells you that it’s private parking and you can’t park there. Or worse still you come back to your car and find you’ve been issued with a parking ticket.

In the first instance you probably feel awkward and apologetic (and probably a bit frustrated that it wasn’t clear and now wondering where you can park instead). And in the second instance you’re probably downright angry as it wasn’t clear there was no public parking.

The same principle of not know what’s expected of you can be confusing and leads to uncertainty within your team. At the very least it makes people feel awkward, and if they’re conscientious they feel bad if they’ve let you down. And of course, it’s frustrating for you because they’ve now not done what you expect.

But, in the long-term, it can also lead to the same frustration, anger and resentment we might feel if issued a parking ticket when it simply wasn’t clear. Not good for keeping employees engaged or for productivity.

So, here are 10 considerations for setting your expectations with your team

  1. Define what great looks like. It’s easy to assume your team members’ ideas of a good standard is the same, but we all have different perceptions. This is particularly so with criteria which are less tangible, such as the way they interact with customers. ‘Good service’, ‘being helpful’ or ‘giving a warm welcome’ mean different things to different people. Give people examples, and describe what you will see and hear in behavioural terms.
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  2. Focus on telling people what you want to achieve i.e. the end result, rather than always dictating how to do it (unless of course for legal or safety reasons a specific process must be followed). This leaves people with the flexibility to adopt their own style, (and it will be surprised how often they end up improving the process).
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  3. Lead by example, so there are no mixed messages. What you do and say sets the tone and example for your team to follow. Ensure the same rules apply to everyone and that the rest of your supervisory team are consistent with their expectations.
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  4. There will always be times when things don’t go exactly to plan. If your team fully understand the most critical and non-negotiable activities or standards, this will help them prioritise. So, on the odd occasion when something might get left undone it’s the least critical things that get missed off.
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  5. Put tangible metrics in place to measure success. People normally put more effort into the things you monitor than those you don’t. Rather than just measuring your sales or your bottom line, have some yardstick for measuring other aspects of people’s jobs that are critical to your success, e.g. how do you measure the various aspect of your customer service?
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  6. Communicate your metrics. If everyone knows what’s required of them and how this will be measured they can keep track of their own performance and know how they’re doing.
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  7. Set your expectations of new team members early on; no one likes uncertainty or being left in the dark. Establish a thorough induction programme, so new team members can get up to speed as quickly as possible, making it easier for them and putting less pressure on the rest of the team.
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  8. Train from scratch in your way of doing things. Even if you recruit someone with extensive experience it’s vital they fully understand your way of doing things not just how they did things in their last job.
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  9. Observe the same principles for your seasonal team as you do for your permanent team members. Your customers won’t differentiate, and one person not knowing the ropes can have a negative impact on the whole team.
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  10. Communicate to everyone when there is going to be an exception. Maybe there are circumstances on a particular day which mean that some of your rules and processes won’t apply. Make sure though that you remind people when you’re going back to normal.

Action

If you only do one thing, review the last time one of your team members didn’t complete a task the way you expected, and ask yourself how tangible was your expected outcome.

Related video: Setting objectives

Related post: Fluff Busting



Encourage your team

Encourage your team

Encourage your team to do their best by taking some lessons from the Olympics. If these help win gold medals, what impact they can have on your team?

Nine years ago, I was hooked. I’ve never really been a big sports fan, but as my husband enjoys athletics, we’ve always enjoyed the Olympics.

Particularly in 2012.

I’d always regretted not taking up the opportunity to work at the Sydney Olympics when Sodexo (who I was working for at the time) were heavily involved in the catering and support services.

So, I wasn’t going to miss out a second time, and got involved with delivering customer service training for some of the local temporary Tourist Information Centres, and the Games Makers. I went along to see the Olympic flame come through our local town of Petworth on a wet and miserable Monday morning.

Then, I think like so many people, I was captivated by the opening ceremony; who could ever forget The Queen dropping into the stadium from a helicopter?! On the opening day of events, I made my way up to Box Hill to cheer on our cyclists.

And for the next 15 days, I can safely say I got very little work done!

But so far this year, I haven’t watched a single event in Tokyo.

What’s changed?

For me, without the crowds, it’s completely lost all atmosphere. Is this important? I think so.

The other day I was reading an interview with Greg Rutherford. He was recounting his feelings as he entered the Olympic stadium on what became known as “Super Saturday”, and how the crowd’s reaction really spurred him on (and even isolated one voice in the crowd who called out “Come on Greg, this is your time”).

Of course, Greg went on to win the gold medal, along with Jessica Ennis and Mo Farah both also winning gold medals that same evening.

Drawing on the energy of the crowds, I’m sure it makes a massive difference to people’s performance.

So, what has this to do with managing people?

I believe, just like those athletes, people in your team can get spurred on and encouraged by those around them.

Here are 7 lessons I believe we can take away from the Olympics or sports in general and apply in business:

1. Set goals

Every athlete knows what their goal is. It’s not always to win, it might be to qualify and get through to the next round, it might be a personal best, or simply an improvement on their last performance.

Does everyone in your team understand their goals and what constitutes success for the day ahead?

2. Focus on strengths

Whether within a team, or in an individual event, sportsmen work to hone their skills. They don’t compete in events that are not suited to, and in team events they complement one another.

How often within our teams do we create a Jack of all trades, but masters of none?

3. Supportive feedback

When sportsmen perform, they don’t just get feedback on their performance compared to competitors, but also some specific feedback on their individual performance. If they didn’t win or achieve their goal, they want to know what to do differently next time; if they did win or achieve their goal, what did they do to achieve this.

Do your team members always get useful feedback on their performance?

4. Coaching

There’s a reason why so many sportsmen give credit and recognition to their coach. It’s one thing having feedback, but it’s quite another having the support and guidance to act on that feedback.

Does everyone in your team get the necessary coaching and guidance from their line managers to improve their skills.

5. Putting it in perspective

Goals can be less inspiring and motivating when they are too far-reaching. It can be more encouraging sometimes to look back at how far they’ve come, rather than how far there is still to go.

This is a useful strategy to use with people who lack confidence or doubt their ability to succeed.

6. Lap of honour

When a sportsman’s been successful, they can revel in the limelight with their lap of honour, audience applause and prize-giving.

Do your team members get an opportunity to revel in the limelight, to get the recognition they deserve, when they’ve done a good job, supported a colleague, or gone out of their way to make a customer’s day?

7. Continuous improvement

No sportsmen will stay at the top of their game if they become complacent. Even after a big win, it’s not long before they’re back in training and fired up again, working towards the next goal.

What do you do in your business to get your team fired up again after a big event, or after reaching a significant goal?

If you only do one thing to encourage your team:

Review these 7 lessons and pick just one to do more of over the next 2 weeks of the Olympics.

Related video: 5 Ways to help employees feel valued

Related blog post: Setting mini goals



Respect people’s wishes

respect peoples wishes hug

Just because we could didn’t mean we should!

Respect people’s wishes, as others may not be quite so relaxed about ‘freedom day’.

I went to my first party on Saturday; limited to 30, and all adhering to guidelines, of course.

There were lots of friends I hadn’t seen in person for 18 months or more, people I so wanted to give a great big hug.

But just because I could, it didn’t mean I should. There were some who, for a variety of reasons, were still nervous about being exposed to any risk, and wanted to maintain their distance. It would have been easy to forget this and leave people feeling vulnerable and uncomfortable.

Just because freedom day has finally arrived, I believe it’s really important we respect people’s wishes when it comes to the degree of contact they are happy to have, be those team members, customers or suppliers, or simply people we pass on the street.

It’s easy to forget that when something isn’t important to us, that it might still be very important to others around us.  Just because we’re double jabbed and happy to get up close, doesn’t mean everyone else is.

It’s prompted me to mention two things I’ve written about before, which it wouldn’t hurt us to keep in mind…

Understanding the individual

As Stephen R Covey describes in his book “The Seven Habits of Highly Effective People”, understanding the individual is probably one of the most important deposits you can make in what he calls the Emotional Bank Account.

What might be important for you may not be perceived as important for others. And vice versa.

He suggests that what is important to the other person should be as important to you as the other person is.

In the context of personal safety and how comfortable people feel in the workplace, now might be a good time to follow up on your return to work interviews, as a lot has changed since then.

Listen

In a previous blog, when discussing return to work interviews I suggested it was important to discover how they feel about being back at work.

It’s still early days with restrictions lifted, and although they might feel fine now, as customers’ and suppliers’ behaviours change, this could lead to team members feeling more vulnerable.

What concerns do they now have, now that restrictions have been lifted and more people have been vaccinated? Do they ever feel uncomfortable about any of the tasks they need to perform, or situations they find themselves in.

Remember, some people are very good at putting on a brave face; listen to their tone and watch their body language. Listen out for the things they don’t say or any questions they avoid answering. You may need to probe a little to get to the heart of any concerns.

Let them know you are there to support them, and to come to you with later questions, concerns or suggestions. Reassure them of your commitment to their safety and ongoing support.

If you only do one thing: And if anyone in your team, customers or visitors want to maintain their distance, or wear a mask, please respect their wishes.

 


Maintaining Momentum

maintain engagement

How to maintain engagement with your team

Hooray, we can now hug, go to the flicks, visit museums and of course most important of all…

… we can go out to eat and drink in comfort indoors, and stay away at friends or in hotels or B&Bs.

If you’ve reopened this week or you’ve recently welcomed your team back to the workplace, I’m sure you’ve invested much time and energy into ensuring they came back feeling confident and energised. So how will you maintain engagement long term?

Everyone I’ve spoken to is predicting a busy period ahead, and it’s quite possible your team have already been working flat out.  So, don’t let all that effort you put in pre-opening simply stop just because you’re busy.

Continue to take steps to help your team feel valued, and maintain the momentum right through the summer and beyond.

Recognition

Recognise and reward the extra effort that goes into the first few weeks, whilst everyone is getting to grips with new ways of working, alongside keeping your guests, members and visitors happy.

Give your team members a voice. Ask for their feedback and ideas, particularly over the first few shifts, to review how things are working. Acknowledge any improvements made, however small, even if things are not perfect yet.

Carry on setting mini goals so people continue to get that sense of accomplishment as they see these achieved.

Trust

Earn and maintain trust with your team by showing you have their best interests at heart, demonstrating your integrity.  Address any concerns, and always doing what you say you’ll do.

Be positive and optimistic about the opportunities ahead. However, be honest too, your team will see through any false bravado.

Trust is two way, so demonstrate your trust in them.

Give team members flexibility to adapt and adopt their own way of doing things.

Maintain engagement by empowering them, by giving responsibility and ownership for the areas within their control. When they have ownership they’re more likely to take pride in what they do and do an even better job.

Ongoing development

Although there may be lots to learn in the weeks leading up to and post opening, ensure you continue to offer your team ongoing development, to give them the opportunity to grow and keep them interested and engaged.

In many ways the pandemic has brought out the best in people. One of the results of this is revealing strengths and interests people weren’t aware of before. Recognise any projects or activities they’ve been working on whilst on furlough, so you can take advantage of these, or give them the opportunity to continue their development in these areas.

Continuing to invest in them will help maintain engagement, commitment, and loyalty.

If you only do one thing to maintain engagement: Continue to be mindful of how people are feeling and respond appropriately.

Avoid these 7 engagement mistakes.

This was one of the topics I covered in my interview last week for Savvy Says with Kate Plowright. You can watch the whole interview here:  https://www.youtube.com/watch?v=k26bnSU1gKg


Building Confidence

building confidenceBuilding confidence with team members as they return to work

As your team return to work, you may need to do some confidence building. If they’ve been on furlough or working from home for some time, the may need some reassurance once they return, either to their old duties, or new tasks which are now part of their role.

Whether it’s because they’ve not done something for a while, or you’re introducing something new or a different way of doing things is bound to feel a bit clunky to begin with.

And when you need to make changes to the way they do things it takes even longer to get used to the new way.

Human nature says we’ll always take the path of least resistance, so the slightest obstacle will send people back to their old comfortable way of doing it.

However, sometimes there can be a real reluctance even to have a go. There might be a number of reasons for this. But often it’s just down to a lack of confidence, especially if the new way of doing things involves a degree of risk or difficulty, at least from the employee’s perspective.

And longer term a lack of confidence will stop them getting on with tasks off their own bat, which can be both frustrating and draining for you, and have a knock on effect for colleagues and customers alike.

Here are 7 ways you can build confidence in your team members, and prevent this happening in your team:

1. Play to people’s strengths.

It’s a lot easier for you to allocate responsibility for tasks where people already excel, and the likelihood is when they are good at that task they’ll be confident and probably enjoy it.

You might need to look for the capabilities in others that they themselves may not see and help them to see these for themselves. Focusing on strengths not only boosts confidence, it enables people to shine and excel. It means complementing potential shortcomings of others in the team, contributing unique value in the eyes of colleagues and customers.

That doesn’t mean to say you don’t develop people in other areas, but avoid the temptation to make everyone mediocre at everything.

2. Establish expectations

People hate not fully understanding what’s expected of them; it can leave them hesitant and fearful of making mistakes.

It’s inevitable that some ways of working and duties will have changed. If there are duties that used to be part of their role that are now less of a priority, explain why this is. If these were tasks they did well or took a particular pride in doing, be sensitive to how you handle this, so they don’t get the impression that their previous efforts were not appreciated.

If it’s a new task ensure they understand the significance of the task, and set a clear and simple objective, and what controls such as budget, deadline, when and how any review will take place. Bear in mind, it may take them longer to begin with as people get into the task.

3. Empower

People soon pick it up if you don’t trust them or are reluctant to allocate any responsibility to them, leaving them doubting their own abilities.

Demonstrate trust by letting go. No one wants their boss breathing down their neck the whole time, and it’s frustrating for everyone when team members have to get sign off for everything.

Cut the red tape and give your team the freedom to do what they think is in the best interests of the customer.

Set clear boundaries so they understand the exceptions and when you really do need to be involved.

3. Give flexibility

Allow each of your team to adapt and adopt their own style and let them bring their own personality to the role, particularly when dealing with customers.

If they know the end result you’re looking for they often come up with better ways to get the same result.

4. Develop ‘experts’

Give ownership for areas that require specialist knowledge, so this team member becomes the go to person for this. When individuals have one or two areas to focus on specifically it encourages them to go deeper and develop their expertise, and encourages continuous improvement. This in turn can have an impact on your customer experience, when specific knowledge is required to gain the customer’s confidence.

This is not only good for people’s development it also helps the team respect other’s roles and share the burden.

5. Reassure

Let them know you are there to support them, and to come to you with later question, concerns or suggestions. Reassure them of your commitment to their safety and ongoing support.

Encourage your team by assuring them that they have the skills and knowledge. If you really are unsure of somebody’s ability to deliver what’s needed reflect on what help and support they would need in order to achieve this and focus on that instead.

Build confidence by providing positive feedback and recognition. Offer plenty of support and encouragement.

6. Learn from mistakes

When things go wrong this can knock people’s confidence. Foster a supportive culture where people can learn from their mistakes, rather than be blamed.

Encourage everyone to come forward when things haven’t gone to plan, or when there’s been a near miss. Then focus on how to avoid this happening again, not just for that team member, but for anyone else in the team.

Ask your team member(s) for their suggestions. Nine times out of ten they’ll work out for themselves the best way to avoid a repercussion.

Recognise when any improvements are made, even if things are not yet perfect!

7. Celebrate and reward success

Celebrate success so you encourage more of the same.

Establish regular opportunities and events to enable others to share their successes and achievements. This could be as simple as daily briefings where individuals talk about their successes and what others can learn from these, but add more weight to this by publicly recognising their success e.g. sharing achievements with your guests or entering them for awards.

Highlight how individual contributions have had a positive impact on the business as a whole. Recognise and reward individuals, departments or the team as a whole to demonstrate how you value their successes.

In summary

Building confidence in your team starts by demonstrating your trust. Empower individuals and the team by giving them authority to make decisions and take action. Generate a climate of confidence by drawing attention to the strengths of the team and individuals and where they complement one another rather than dwelling on shortcomings.

Related content

Blog: Learn from mistakes 

Video: How people learn

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