As a thought leader, author, educator, and change leadership practitioner, I write a weekly article that benefits leaders who want to improve their organizations significantly.
In the previous weeks, the focus was on a series of eighteen essential elements for driving the transformation of an organization. The list is not all-inclusive but provides additional insight into the work needed to achieve the desired vision. These elements are vital to delivering the company's human element priority consideration as the indispensable core of company success. Intelligent leaders recognize the importance of investing in their workforce's development, engagement, and well-being.
To win in the marketplace, you must first win in the workplace. - Doug Conant
Among many recognitions over an extensive corporate career, leading world-class companies, is Conant's work as the CEO of Campbell Soup. He was awarded the American Society of Training and Development's 2011 Champion of Workplace Learning and Performance Award for his work in turning around a company facing a steep loss of market value when he joined the company in 2001. His success was an obsession to keep employee engagement as a central focus. A Gallup survey of Campbell employees in 2002 showed that 62% felt under-engaged in their work, with 12% actively disengaged. The results were the worst of all Fortune 500 companies. By 2009, the result was a significant improvement, where 68% of Campbell's employees were actively engaged, with an engagement ratio of 23-to-1, whereas Gallup sees 12-to-1 as world-class. The organization saw a 4% increase in earnings, a total return on stock of 30%, and earnings per share of 5-10% each year over the eight-year time frame.
Leaders looking to improve the performance of their organizations would be wise to adopt the focus of Conant to "first win in the workplace." I have personally experienced a significant impact on improving company operations by taking this approach during my career. Actions that can build a culture of active employee engagement include:
• Effective Communication – Actively listening to employee concerns, feedback, and ideas by fostering open and transparent communication channels that support an understanding and commitment to the company's vision, mission, and values.
• Employee Development – Encourage a culture of continuous improvement through training and skill development that supports career growth and advancement opportunities by providing the necessary resources and leadership support.
• Empowerment – Encourage autonomy and trust in employees' abilities by delegating responsibilities and empowering them to make decisions.
• Ethical Leadership – Guide employees' work with integrity in alignment with defined company values that demonstrate the company's commitment to a human-centered culture.
• Flexible Leadership Style – Appreciate and recognize the need to adapt the leadership style to the needs and preferences of individual team members to maximize their diverse working styles.
• Inclusivity and Diversity – Develop a sense of belonging by fostering a diverse, inclusive workplace that celebrates and values employee differences.
• Recognition and Appreciation – Create a culture of appreciation and gratitude through regular feedback on a job well done that acknowledges and celebrates employee achievements and milestones.
• Team Building – Create an environment that encourages team-building collaboration by fostering a sense of camaraderie and teamwork.
• Wellness Programs – Create a culture that prioritizes well-being with wellness programs that support employees with resources for mental and physical health support.
• Work-Life Balance – Develop a healthy culture that encourages employees to take breaks and vacations to avoid burnout and, where possible, implement flexible work arrangements.
By incorporating these practices, leaders can create a positive work environment that not only enhances the well-being of employees but also contributes to increased productivity, engagement, and overall success for the company. Human-centered leadership recognizes that people are the heart of any organization, and their satisfaction and growth are critical to long-term success.
Ultimately, the leadership of an organizational transformation must put in the necessary work to put the organization on a successful trajectory that emphasizes the company's human element. The work would move the organization from a traditional one to one that fully utilizes employees' positive core and strengths by shifting from:
• Orders come from above, where responsibility for decisions resides at the highest level, to employees making decisions at the lowest possible level.
• Personnel are frustrated because of limited opportunities for involvement where "They don't listen to us" to employees involved, committed, and proudly participating with a sense of belonging.
• Little or no communication about company goals and performance to extensive communication about company goals and performance.
• Barriers to personal and professional satisfaction exist to working in an environment that provides personal and professional satisfaction.
• Boundaries between functions and inefficiencies prevail to one where no boundaries between functions exist.
• A workplace that resists improvement initiatives to an environment of continuous pursuit of perfection and waste elimination.
Most people in an organization want to contribute to the company's betterment. In particular, if they are motivated by working in a human-centered culture.
Intelligent leaders recognize the importance of investing in their workforce's development, engagement, and well-being. Leaders looking to improve the performance of their organizations would be wise to adopt the focus of Conant to "first win in the workplace." Ultimately, the leadership of an organizational transformation must put in the necessary work to put the organization on a successful trajectory that emphasizes the company's human element.
Leaders interested in leveraging the power of employees engaged in a human-centered environment can review the Gallup Q12 engagement survey items. They can interview a sample of employees to get an initial employee engagement assessment. Then, work with appropriate parties to improve the overall level of employee engagement in their organizations.
I appreciate business leaders like Doug Conant, who have shown that shifting a large corporation from abysmal employee engagement scores to high satisfaction levels is possible. Achieving twice the world-class standard in a relatively short time frame is significant. Additionally, the earnings and return on stock results provide strong evidence of the value of winning "first in the workplace.'
Next week's blog will overview the eighteen essential elements of running a business, integral to becoming a humanist manufacturing organization.
To learn more about our work or read more blog posts, visit emmanuelstratgicsustainability.com.
I encourage you to read my book Humanist Manufacturing: A Humanitarian Approach to Excellence in High-Impact Plant Operations. The paperback and eBook versions are now available at Amazon and many other booksellers. You can also view the Humanist Manufacturing Book Launch to gain additional insight into the Humanist Manufacturing framework.
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