Posts Tagged ‘ Passion ’
What is “Passion”? The dictionary says: “a strong and barely controllable emotion”; “a state or outburst of strong emotion”; and “an intense desire or enthusiasm for something”. Passion is the positive emotional state of mind – which drives a willingness to apply discretionary effort; long-term commitment; peak performance; and satisfaction.
The Passionate Leader
Leaders need to love what they do; otherwise, where are they leading their employees? Leaders who display passion can engage the hearts and mind of employees, foster their commitment and determination, and empower their employees to meet meaningful goals.
Passionate leaders create an environment that energizes others; mixing passion with employee involvement, and transparency. Communicating passion every day, and in different ways – a face-to-face engagement, an exciting meeting, or a quick e-mail – allows the leaders’ enthusiasm to shine. If an employee feels trusted and involved, they can share their leaders’ passions and develop their dedication to their organizations.
Leaders with a passion have the power to instill a sense of meaning – they can provide a “bigger picture”, making the work their employees do worthwhile. Passion makes work about more than just a paycheck. People who feel that their work is valued feel empowered to make meaningful changes for their customers.
The Passionate Employee
Employee engagement and employee passion are essential for productivity, profitability, and customer loyalty. An engaged, motivated, and empowered workforce is far more likely to work at optimal levels, and have a higher performance.
In 2006, The Ken Blanchard Companies embarked on a new study to explore the concept of Employee Passion more fully concluding that, for employees to be passionate about their work, they need to have meaningful work – which means they should understand how their work adds value to the organization and creates positive results. They need an organizational culture that encourages collaboration, sharing, interdependence, and team spirit. The work environment needs to be fair – benefits, resources, and workloads are fair and balanced. They should be given the autonomy to choose how tasks are completed; have the information and authority needed to make authoritative decisions – and know the boundaries of this; and be trusted to do their job without micro-management.
Employee passion is reinforced with recognition – which can be verbal, written, or monetary; praise or promotions – for their accomplishments, and the opportunity for growth, where employees are supported in future career planning. Employees also need to feel connected with their leader and their colleagues, which requires honesty and integrity at all levels; and making an effort to build rapport.
Train Your Passion
By asking yourself what drives you to work hard; commit; achieve; and what makes you happy, you can grow your own enthusiasm for your work. Ask yourself:
Passionate leaders spend time with their employees – learning about employee needs and desires, how to communicate with them, and what makes work meaningful to them. Employees with a passionate leader – where this passion is communicated and shared – are more enthusiastic and engaged. Organizations must provide meaningful work, autonomy, and opportunities for growth, encourage collaboration and recognition, and address the concept of fairness in order to maximize Employee Passion. Passion, in turn, creates driven, enthusiastic, committed and hard working employees.
Employees with a positive attitude create success.
Find your passion, grow it, and share it!
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About the author: Jemma Garraghan is an EMEA Project Manager at the Ken Blanchard Companies. She can be reached at email@example.com
If you are like me, all you want to do is “see everything” once you get to a new country or city. I just want to go out and explore every inch of the city and get a feel for the people, the food, and the culture. On my last trip to Venice I ended up getting lost and seeing the same tall buildings for 2 straight hours as I kept going in circles through the buildings that divide the canals. At times in my career I’ve been doing the same thing wandering aimlessly throughout my day to day tasks. Often Ken Blanchard tells us that “Leadership is a partnership” and that we must work together to accomplish tasks. If you have ever had a bad manager or a bad travel agent, you know how important this collaboration is.
Take a look at these descriptions to see what kind of manager fits your description:
Travel Agent: He has never done the job before that he is asking you to do, and probably will never end up doing it himself. He has tons of tips of ways to accomplish the task but has never even stepped onto the job site. He doesn’t speak the business language at all, but tries to act like he does, while continuously mispronouncing business terminology. He also keeps repeating the word “synergy” because he thinks it sounds great but has no idea what it means. He also thinks SCRUM is a type of Norwegian cheese spread.
Tour Guide: Knows the job really well and has extensive experience in the field. He speaks the business language fluently and often teaches these classes at night to new comers. He knows the job site in and out and can tell you the best places to meet new people and who to learn from. He’s often seen walking around the office and getting acquainted with the culture and knows the real players in the organization. He guides his direct reports every day and helps them navigate the business while providing them with the best information possible. He doesn’t accept tips at the end of the day because he genuinely loves to do his work.
If you are a Travel Agent manager, don’t feel bad. Get out there, explore the sites, and get familiar with the “culture”. Sip the wine, mingle, and help your direct reports through their workplace experience. Really do your best to partner with them and guide them through their role and tasks.
The workplace needs more leaders who can partner with their direct reports for success. No travel agents needed.
To the one pent beneath fancy knot,It is curious to look at your affair Catching you gaze toward heaven Each afternoon seeking fresh air Petitioning social network for leaven Numb cheek now fermenting
Who could rejoice with thee now?Fatigued, slipping into some ancient chat You lie back in whispering waves of mocha Toes banked in lukewarm grains of sand Swimming in ocean’s of caramel bliss Careless of the call you just missed
Pent beneath fancy knotUlysses’ alarm, pale reason to depart Returning home at sundown—eyes half shut Visions of Marla—the happy stray mutt Once proud royal, mourn the day left behind Slumber to the door—the angel’s tear has descended You slide softly and silently into your favorite spot.
Still pent beneath fancy knot
by J. Diamond Arnold
Jason Diamond Arnold is a Leadership Consultant and Learning Media Producer at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is Co Producer and Director of Stepping Up to Leadership with Scott Blanchard, at lynda.com.
Employee engagement is a hot topic these days. According to a Gallup poll estimate, disengaged employees cost the US between $450 – $550 billion each year in terms of lost productivity. Could you be contributing to that figured by not finding out what’s truly meaningful to your employees?
According to The Ken Blanchard Companies own research on the topic of Employee Work Passion, there are five job factors that can have a direct impact on retention: Autonomy, Workload Balance, Task Variety, Feedback, and Meaningful Work.
Over 800 individuals responded to a survey asking them to rank these factors by order of importance. While all five factors are important, Meaningful Work was most commonly ranked as being the #1 priority. In other words, respondents feel that employees need to know that the work they do has a direct positive impact on their organization, whether that impact is internal or external.
It makes sense, right? If I’m an employee who feels my job duties are really just “busy work” that aren’t contributing to my organization’s success, will I really be engaged in my work? If I don’t see my own work being important, how motivated will I be to go the extra mile?
Think about those fabulous people who work in IT. Lots of companies, regardless of what business they are actually in, rely on the systems and technology maintained by these individuals. While IT support may differ entirely from the type of work being done to maintain/grow a customer base, that doesn’t mean the work is any less important. If you have a frontline IT help desk representative who doesn’t see that their own contributions have a direct impact (i.e. employees from other departments could not complete their own work without the assistance of IT support), their quality of work may suffer.
A common trap leaders fall into is to assume that just because their organization is in the business of making positive impacts on customers and people, that their employees see it that way, as well. Leaders need to be proactive to ensure that their people also see the benefits of the work they complete.
ASK your employees how they feel about their work. Be sure to check this barometer on a regular basis. It’s easy for people to forget their importance in the grand scheme of the organization’s success. If your company has ever been through a series of changes, you can probably relate.
SHOW them the results. Ensure they know that they make a positive difference based on positive outcomes.
PRAISE them when praisings are due. If they did a good job, be sure to tell them! If you hear from another employee or customer that that they did a good job, pass that along to the employee!
How do you personally make sure your employees understand their contributions are meaningful? Leave your comments!