Often, the first notion that budding business entrepreneurs carry forward in their minds is that success is founded on a great product and their own effort. Others think that paying very high salaries alone translates to happiness and motivation in employees. The reality, in practice, proves the thinking unfound.
Unfortunately, money alone does not guarantee successful organizations; there must be genuine consideration for their workers as persons. Most of the time, these leaders see their employees as interchangeable parts within some kind of machine and thus demand peak performance without truly knowing their motivational drivers.
Symptoms show that after the first few months, employees whose ultimate realization comes from replacement parts rather than living human beings do not attach full potential to their work: they do the bare minimum required to secure their paycheck with no real interest or commitment to their work.
Sometimes, such signals might be somewhat slow-burning. Meetings, for instance, might be subdued with only a few hands visible when the question is raised to volunteer for a new initiative. Innovation would have been going through its slow death process, which is killing employees one by one due to the cessation of the recommendations provided for improvement. The energetic power that most successful organizations use to flow is slowly being taken away to the satisfaction of the most mundane daily tasks.
For this reason, business issues might become an alert signal reminding people about the necessity of cultivating relationships. Workers are the heart and soul of enterprises through which they make the dreams of their companies come true every single day. The majority of leaders fail to see this, and they are confused with the sufficiency of financial compensation in maintaining good relationships in the workplace.
There are no mutually exclusive monetary courses just for the maintenance of happiness and engagement of employees. People would be least bothered if they were given the acknowledgment of their worth other than their assigned roles. Most important are very strong connections between leadership and people as well as understanding individual goals. A common view of a successful business, keeps the organization out of trouble in hard times. The teams become more enthusiastic and supporting when they are really passionate about the cause.
Little things can do wonders, as the giving of appreciation that may be good even for simple acts can be juice for motivation. When each member of a team feels appreciated and involved in the company's success, the results become visible. In those pure and honest environments of care, productivity and morale get stronger.
A surprising number of leaders discover the power of actually caring in the business success formula. Employees are often more important than first assumed. Organizations that treat their employees as human beings first and the most important part of the company are those who have the best results over time.
Experiences show that these deeds may look insignificant, but they are really very powerful. Organizations flourish when they perceive their employees as people beyond their roles. Team members feel appreciated when leadership knows them personally, shares their experiences, and celebrates achievements together.
Successful organizations acknowledge human capital as their primary asset. Pretending to invest genuine engagement with acknowledgment pays off in overwhelming returns, begetting motivation, productivity, and retention. Sustainable growth emanates by determining people against pure profit focus. The bottom line remained crystal-clear; it is much more than one's perception toward common people. People-first strategies yield enduring success.
Posted Using INLEO