Avionics News June 2017 - 48

series

BUSINESS BASICS
B Y

G R E G

L A S L O

Step by step
W

How to improve the motivation and performance of your team

48

avionics news

*

june

2017

the right kind of skills and the right emotions, and even the
sharpest tack might not stick if he's not pressed. To wit, disengaged employees cost American businesses $11 billion a
year, according to Dale Carnegie Training, and the emotional
drivers that ensure a connection include the relationship with
his boss, leadership's ability to communicate the goals of the
company, and the employee's pride in the organization. Our
guy got none of that, and everyone paid.
Given the cost, you might find it useful to understand
where each of your employees fit within a matrix of engagement. When you do, you'll find you have a step-by-step plan
that helps you move them toward becoming more productive
members of your team - and that means a higher performing
shop in return.
Growing motivation
Consider a pyramid with six distinct levels, where the first
represents an employee's lowest level of performance and
engagement, and the sixth represents the highest. By fitting
your people into their appropriate level, this serves as a nifty
model to see where they each operate daily, and it identifies
areas where you need to provide leadership to change their
mindsets, according to sales coach Jason Forrest.
Of course, the pyramid is fluid, and no one is stuck at their
assigned level; in fact, you should coach upward. It's in your
power to develop employees so they raise their performance
from one level to the next.
Level 1: playing to not lose. These employees do just
enough to get by and avoid getting fired. They're not proud of
 

e called him Cocoa for reasons that escape
me years later, and this was the kid's first
grown-up job. He had the documented skills
and training to do the work, he was eager to learn, and he was
polite and helpful to a fault - if a little lacking in initiative to
take on tasks on his own.
But in short order, he showed signs that he was struggling
to learn the day-to-day work. Most of that was to be expected
from a new guy, but some of it made us wonder quietly if he
was cut out for the job and the culture. Certainly, our boss
didn't help; every misstep became fodder for break-time
jokes, deep sighs, and rolled eyes.
He wasn't happy. In confidence, he'd say this wasn't the
job he had in mind. Eventually, he disengaged from his work
and his team and started keeping to himself. Not much more
than a year after he was hired, he quit to find bliss doing
something else. And with that came the lengthy process of
hiring someone new.
In hindsight, plenty of things probably went wrong for him.
In the Pantheon of great employees, he might never have risen
to the hall of honor, but he may not have been given a shot to
be good enough, either.
To be sure, employee motivation and engagement - let's
call it effort - is largely the employee's responsibility. But it's
also within the wheelhouse of the manager who must coach,
counsel and lead an employee toward performance goals.
With a relatively green manager, that certainly didn't happen.
There's a lesson in this story that's worth sharing. When
it gets to performance, success in the workplace takes both



Table of Contents for the Digital Edition of Avionics News June 2017

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Avionics News June 2017 - Intro
Avionics News June 2017 - No label
Avionics News June 2017 - Cover2
Avionics News June 2017 - 1
Avionics News June 2017 - 2
Avionics News June 2017 - 3
Avionics News June 2017 - 4
Avionics News June 2017 - 5
Avionics News June 2017 - 6
Avionics News June 2017 - 7
Avionics News June 2017 - 8
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Avionics News June 2017 - Cover3
Avionics News June 2017 - Cover4
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