It’s no secret that employee engagement is critical to a company’s productivity, revenue growth, performance, and ability to retain employees. As early as 2016, Deloitte found that employee engagement is directly linked to business outcomes (“Engaging the Workforce,” Engage Path/Deloitte). Organizations with highly engaged employees enjoyed 3-year revenue growth rates 2.3 times greater than average (20.1% growth vs 8.9% growth), and had employees who were 57% more effective and 87% less likely to leave than organizations with low employee engagement.
Deloitte identified coaching, development, and “facilitated talent mobility” as critical components that foster employee engagement. While programs at the corporate level are certainly needed, each of us can dramatically impact employee development, engagement and retention — one person at a time. Not all employees who walk through our company doors come to us as polished professionals. In fact, many potential “rising stars” often lack communication, planning, call/meeting management, or presentation skills. We’ve all sat on conference calls and winced at “millennial speak,” littered with frequent “awesomes,” “okays,” and “uhms.” And, we’ve often had to stop colleagues from rushing straight into a demo, before we’ve set the stage, purpose and desired outcomes for the meeting. Following such experiences, our typical default is to complain and critique with peers, and on occasion, we may even speak to the individual’s manager. But there’s a more productive, outcomes-driven track I’d like to suggest; I’ll call it the “Texas Two-Step!”
First, speak to the individual’s manager. Identify some positives such as, “It’s obvious Jody is enthusiastic, and a subject matter expert.” Then, frame your observations and concerns; “I’m worried that Jody’s frequent “uhms,” “awesomes” and “okays” whenever there is a pause in speaking, are distracting and possibly annoying to our audience. I also had to jump in and set the stage for what we wanted to discuss, and what we hoped to accomplish in the meeting. A little rattled, Jody rushed through some key slides at the end because some of the clients had to leave early.”
Second, partner with Jody’s manager and transition to the critical part of your discussion: problem-solving. Offer to work with Jody on elevating her presentation skills and call management i.e., be a mentor! If you don’t feel qualified, identify an outstanding speaker / presenter in your company and ask that colleague to help Jody. I have been privileged to mentor several “up and comers” throughout my career, and I’ve yet to be turned down by a manager, colleague, or prospective mentee. Quite the contrary, the genuine offer of assistance has been welcomed.
In classrooms and locker rooms alike, we expect teachers and coaches to develop, nurture, and promote talent — regardless of the skillset that “talent” brought through the door. Why is business any different? We spend thousands of hard dollars recruiting—and significant soft dollars interviewing — candidates to bring into our organizations. Once a signature is on the proverbial “dotted line,” however, we assume any further obligations to our organization and that new hire end there.
As managers and organizational leaders, we have a responsibility to help develop and advance our team members as we’re able. My convictions are rooted in both my teaching career, and in my business career where exceptional CEOs mentored and coached me up to be the professional I am today. At the end of the day, we’re all “works in progress,” each with unique insights and skills that someone in our sphere of influence needs to advance their professional development. Becoming a mentor will energize and enrich your work with additional purpose and meaning. Look around you; there’s someone in your company right now who needs you — find your Jody, and make a difference!
