rogenSi have released their May survey results aiming to help organisations understand the impact of the financial crisis on the mindset of the global workforce.
Introduction
There can be no doubt that the financial crisis of the last 12 months has impacted on the mindset of the global workforce. This survey specifically focused on the mindset of exceptional performance. This is not to deny the critical importance of knowledge, skills and process, but it is ultimately the mindset of team members that drives their energy and resourcefulness.
A significant challenge leaders currently face is to deliver exceptional results in a very difficult climate, whilst simultaneously maintaining employee engagement and morale. Whether their focus and concerns are at the survival end or the accelerated growth end of the performance spectrum, these times provide needs and opportunities like few before.
The study revealed:
• Employees believe in themselves, but not necessarily the leadership;
• There are mixed levels of ‘change readiness’ across age groups; and,
• Client facing sales teams have been the most impacted by the current challenges.
These findings are a clear ‘call-to-action’ for global leaders. Employees report high levels of self-belief, but are experiencing equally high levels of disengagement. Obviously, left unchecked this will progressively impact on business performance. Leaders need to creatively connect with and inspire their people at a deeper and more meaningful level.
Overview of the results
According to the authors, leaders must "harness" this positive employee self-belief - before it wanes - by "engaging their people more creatively and purposefully".
They must "connect with and inspire" workers at "a deeper and more meaningful level".
And "time is of the essence", they say. Leaders must "radically change the level and nature of their connection with their teams". "Incremental improvements in leadership connection and impact are unlikely to be sufficient to even maintain the motivational status quo."
Leaders, they say, must:
* communicate the business plan to all employees, and keep talking to them to ensure they understand, accept and are committed to the strategy;
* emphasise the process of how success will be achieved, and de-emphasise results. Results are a manifestation of many factors, including those that can't be controlled. "Put the focus on what we can control and commit to execution excellence";
* measure the behavioural expectations of employees, and provide regular feedback on the achievement of these standards;
* use the power of the team by looking for opportunities to involve employees in the planning, execution and celebration of goals;
* link business-specific issues to general motivation and emotional wellbeing; and
* provide employees with meaningful, rewarding and challenging work. "People want to know they are making a difference and feel recognised for their achievements."
In short, leaders must continue to apply the same strategies required in "good times" to drive "exceptional performance", but deliver "more" of them and "with a higher level of quality", the authors say.
To continue reading Global Mindset Survey Results May 2009
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