| One could quickly devalue an employee if they | | | | mentor others, the organization remains stagnate |
| ignore them. Employees feel disengaged if they | | | | and there is no true high performance. An |
| are devalued and most managers forget or don't | | | | organization that can not see the value in |
| understand the connection between emotion and | | | | diversification of employees, styles and knowledge |
| performance. Performance drops for the individual | | | | base will continue to struggle. |
| and eventually the entire team, when they feel | | | | We all know managers that consistently hire bad |
| devalued. Sounds pretty logical right? Valuing | | | | resources. Either they hire good resources and |
| employees might be the easiest way to turn up | | | | the resource leaves due to culture shock, or they |
| performance on an individual or a team. It is also | | | | hire the wrong person for the position. Often, it's |
| the easiest area to neglect and the quickest way | | | | hiring the wrong person for the position and five |
| to break the spirit of an individual or a team. | | | | years later when the manager is gone the |
| Performance immediately declines. Devaluing | | | | replacement manager wonders why this "wrong" |
| employees often becomes the spiral downward | | | | employee was ever hired. Managers that don't |
| for a team and could actually be considered in | | | | know how to hire will consistently hire someone |
| management terms as 'abuse, abandonment, | | | | at a lesser level them themselves. If a B level |
| neglect, or failure to nurture.' | | | | manger is hiring, he will hire a B level or sometime |
| Managers manage the 'things', where as leaders | | | | even a C level employee. An A level employee |
| influence and motivate the people that do the | | | | should hire all A level employees, but there have |
| 'things'. You can lead people without managing | | | | been cases where even an A level employee will |
| them, and this is leading by influence. This method | | | | hire B level performers in an effort to remain the |
| of leading by influence may be a threat to some | | | | sole A player. High performers that continue to |
| managers if they don't understand this modal of | | | | find themselves surrounded by low performers |
| management. Unless they themselves are mature | | | | will also feel devalued and also will often exit. |
| in leading, they may often attempt to lower or | | | | These are old, out dated management styles, |
| suppress a leader. This manager may believe that | | | | which for several reasons will not work in today's |
| by pointing out all the negatives, or the areas to | | | | work environment. Change in economy allows |
| 'improve' without highlighting high performance | | | | management to select high performers from a |
| areas, it will make the employee a better | | | | large pool of candidates. If a manager does not |
| employee when in fact it will only frustrate the | | | | understand how to screen and hire for 'high |
| employee and devalue them. Some believe this is | | | | performance individuals' they'll never achieve a |
| coaching, but it really is devaluing an employee. | | | | high performance team. For organizations to |
| True leaders that manage can see the difference | | | | effectively compete in today's economy, high |
| between managing and leading. They understand | | | | performance and high achievement are critical |
| the diversified gifts employees bring as strength, | | | | attributes needed within the organization structure. |
| and they actively utilize those gifts effectively. A | | | | If a manager does hire a high performer, he/she |
| good leader also understands and can admit to | | | | must then understand the dynamics, influences, |
| their own 'growth opportunities' and surround | | | | and motivators that drive an individual. A good |
| themselves with individuals that help fill in voids. | | | | leader remains diligent to leading practices vs. |
| True leaders also have mentors or leaders they | | | | managing practices. |
| can call upon for stretch moments, growth | | | | Secondly, we must also be aware of generational |
| opportunities or even to help shed light on blind | | | | factors that have begun to play into many of our |
| spots. True leaders are always growing and | | | | work spaces. Baby boomers, millenniums and |
| stretching and actively seek out those blind spots | | | | those in-between all have very different |
| to focus and expand. If a true leader works for | | | | expectations of 'work'. New terms have emerged |
| someone that is stagnate and is attempting to | | | | and employee focus areas include work-life |
| keep everyone else beneath him/her, the true | | | | balance, life-learning, and total compensation, which |
| leader will leave. Growth is one of his top values | | | | by today's definition is beyond dollars or hours in |
| and breaking this value will send the true leader | | | | the work week. There are more expectations for |
| quickly exiting. Even if the true leader doesn't | | | | recognition and acknowledgment, and the VALUE |
| have a direct report to a mentor, there must be | | | | of the employee. People truly want to be, and |
| mentoring resources around this leader. In an | | | | expect to be, HAPPY in their job, and being |
| organization where there are no leaders to | | | | HAPPY also means feeling VALUED. |