Drive Production Joyfully

 

3 Pursuing “joyful leadership,” with its emphasis on the positive, brings financial rewards because it motivates employees to do their best, most engaged work.

That’s from Richard Sheridan, author of “Chief Joy Officer: How Great Leaders Elevate Human Energy and Eliminate Fear.” He’s also the co-founder and CEO of Menlo Innovations, a consulting company for the tech industry.

A recent Gallup Poll put employee engagement in the U.S. at around 47%. The 53% seen as disengaged represent $400-$500 billion in lost productivity annually. Sheridan argues that joyful leadership can energize a workforce to become more productive. Billionaire Richard Branson, the founder of Virgin Group, has said “business has to give people enriching, rewarding lives” in order to best succeed.

Tips on energizing your workforce with an aim toward increasing productivity:

Promote the big picture. Joy results from employees accomplishing great things together for their company and customers, says Sheridan. His company has won the Alfred P. Sloan Award for Business Excellence in workplace flexibility for 11 consecutive years.

Sheridan advises leaders to ask themselves two questions: “Whom do they serve?” and “What would delight look like for them?”

Answering those questions “will get our teams working hard and above their pay grade to accomplish worthy goals on behalf of those we serve,” he said.

Further, Sheridan says if companies clarify to their employees what the mission is for their customers, it’s “the most powerful organizational engine possible.” It can help cut through company bureaucracy and relieve workers’ fears about what’s expected of them.

Be supportive. Fear drains the energy that fuels creativity, imagination, innovation and invention, Sheridan says.

Leaders should avoid “micromanaging, mistrust and performance measurement systems that pit one team member against another,” he advised.

Change things up. Michael Cammarata, CEO of Schmidt’s Naturals, a personal-care products company, says to motivate and energize its employees and increase their skills, Schmidt’s moves them from project to project.

“Someone on the deodorant team may soon find themselves on the toothpaste team to keep things from becoming redundant,” he said. “Not only do employees enjoy working on new projects, but it offers them an opportunity to work with new or more experienced teammates to continue learning.”

Recognizing unsung heroes. It’s imperative that we take the time to highlight the people who are making a difference in our organization, says Bill Miller, CEO of WellSky, a health care technology company.

WellSky accomplishes this, he said, by “offering a comprehensive recognition program that includes commending employees on the spot when they go above and beyond, while also acknowledging employee success with formal awards.”

Share information. Miller says he knows his employees are even more capable of solving problems when they understand all the facts.

“By being open and honest, I’m inviting our employees to partner with me and the organization to fix tough challenges and empower our team,” Miller said. “And they know we’re in this together.”

Show your enthusiasm. Positive energy is contagious. Gallup’s survey on employee engagement found that it’s boosted by “satisfaction with recognition received for work accomplishments; relationships with coworkers; and supervisors.”

“People react to a leader’s energy,” says Manlio Carrelli, executive VP with LivePersonLPSN , anonline messaging, marketing, and analytics provider. “If you’re enthusiastic, they’re enthusiastic. Do not be afraid to show childlike joy, even for the smallest projects.”

Schedule “pluses” meetings. At these, Carrelli says, colleagues must only share something amazing that happened or that they achieved in the business.

“Do this in your next meeting and watch the energy level skyrocket,” he said. “Too often we get caught up in problem-solving. This is a great way to step back and recognize what has been accomplished and can be built on.”

Show fruits of labor. Bring your team as close to the customer as possible, Carrelli said. “This is proven to drive up engagement.”

At LivePerson, which offers a messaging platform that allows companies to engage with consumers in real time, team members visit clients’ contact centers, Carrelli said, “so they can meet the people using our software and see firsthand the impact it has.”

Demonstrate caring. Show an interest in your team and their wellbeing, Carrelli says.

“Some of your best people don’t look after themselves because they are so engaged in their work,” he observed. “Make sure they are getting the rest they need and are eating regularly. People will appreciate you looking after them as a human, not just as an employee.”

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