Inc. Magazine recently published an article on Finding Your Employee's Hidden Talents that may typically go unnoticed. As a manager and employer, here's some steps they outline to encourage these superstars:
Pay closer attention to performance reviews.
Reinstate a suggestion box.
Ask for volunteers.
Don't overlook less obvious advantages to find talent.
Hidden talents don't have to be huge, but the results can be.
Real Estate expert Stephen Roulac was asked by Proformative what knowledge is necessary to be an effective CFO. His response was 12 different roles that are important for having a successful CFO in your company. While some answers were obvious, such as finance and accounting, others were quite surprising.
Turns out it's a total myth that to inspire innovation in your company you've got to give your employees a bunch of free time to work on pet projects. New research from Harvard Business School is showing that if employees feel like their time is being well spent, such as by doing tasks that are beneficial to others and the company, they feel like they've got more time. They are happier, more productive, more enthusiastic, and more satisfied. You can read the full article from Business Insider by clicking the link.
Norton says managers can use this research in a couple of ways.
1. Make employees participate in a company volunteer effort, particularly if they can use part of their workday to do it.
2. Let employees know how their day-to-day tasks are helping others. If they can hear how the employee helped a customer, this will also make them more satisfied with their job.
3. Use fun strategies to encourage team members to help each other. Norton tells of one experiment where salespeople were given $20 bonus money and told they had to spend on another team member. Those teams sold more than other groups that were told to spend the $20 on themselves.
By giving people the right kind of time, they will give it back to the company in productivity and innovation.
Twilio recently published the core values of their company, calling it "Our 9 Things". Fred Wilson discussed it on his blog last Monday, describing it as a "guiding light" that acts as a "framework for the culture and values of the organization". In your company, you too should develop a company culture that highlights your business values and goals.
Jack Welch, Chairman and CEO of General Electric from 1981 to 2001, described four categories of managers in General Electric's year 2000 annual report. You can read the full article here.
Type 1: shares our values; makes the numbers- sky's the limit!
Type 2: shares the values; misses the numbers- typically another chance, or two.
Type 3: doesn't share the values; doesn't make the numbers- gone.
Type 4 is the toughest case of all: the manager who doesn't share the values, but delivers the numbers. This type is the toughest to part with because organizations always want to deliver and to let someone go who gets the job done is yet another unnatural act. But we have to remove these Type 4s because they have the power, by themselves, to destroy the open, informal, trust-based culture we need to win today and tomorrow.
We made our leap forward when we began removing our Type 4 managers and making it clear to the entire company why they were asked to leave- not for the usual "personal reasons" or "to pursue other opportunities", but for not sharing our values. Until an organization develops the courage to do this, people will never have full confidence that these soft values are truly real.