Managers may think the biggest things employees want from them are pay raises, promotions… and pay raises. And did I mention pay raises?
Sure, raises and promotions make happy workers, but there are other ways you can meet the needs of your direct reports—as well as build morale, loyalty, and productivity—without having to change a budget or a business card. Below, workplace experts weigh in on the four things employees most want and value from their bosses, and the positive ways bosses can respond.
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1. Appreciation
When it comes to what employees want from a boss, appreciation is number one. Leadership consultant Roxana Hewertson, CEO of the Highland Consulting Group, says appreciation drives self-esteem, happiness and loyalty.
“The number one difference between people who love their work and people who don’t is the degree of appreciation they receive from their boss and their peers,” says Hewertson.
Such appreciation can take the form of an email or a personal visit—the more public it is, the better. At the lower end of the effort scale, “just pay solid attention to your people, answer their questions, be accessible and say a heartfelt ‘thank you’ as often as possible,” Hewertson says.
Morgan Norman, co-founder and former CEO of a social performance tool called WorkSimple, says employers can also praise workers through social networks, blog posts or company newsletters. “Internally, this helps an employee to feel appreciated by an organization,” says Norman. “Externally, everyone else sees what a great job the worker did, which creates a healthy competition.”
But realize some expressions are more meaningful than others. Anja Schuetz, people management coach and author of Poker Cards for Managers, suggests saying a formal “thank you” instead of a more casual “thanks,” and elaborating on the specific reasons behind the appreciation.
She also recommends managers often ask their staff “what do you think?” even if a decision has already been made. “It really boosts people’s confidence and makes them feel valued and included in the decision-making process,” Schuetz says.
2. Trust
Jennifer Hancock, who’s working on a book about humanism in the business world, says trust is also a key factor in strengthening your relationship with your workers. “Trust your employees. Take their advice seriously. Give them some space to do their job and empower them to bring problems to you,” she says.
“This approach makes a huge difference in whether or not your employees feel valued.”
Halley Bock, CEO and president of Fierce, Inc., a leadership development and training company, says there’s an overall lack of trust in organizations, “and employers need to earn that back.” To do that, Bock suggested “having an open-door policy, welcoming questions and allowing people to have insight into the decision-making process.”
Trust is also developed when managers encourage independent responsibility, but this doesn’t mean letting employees make every decision by themselves.
“People are only truly empowered when they understand which decisions are theirs to make, which decisions need to be jointly made and which decisions should be passed along to others,” says Bock. “Provide clear delegation guidelines, creating roadmaps for professional development and opportunities for employees to request more responsibility.”
3. Honest Communication
Just like in a personal relationship, good communication can enhance the experience, and bad communication can kill it.
“When employees have a voice, they feel as though they are part of a team. And, as a result, they become more engaged,” says Bock, who suggests regularly inviting team members around a table to discuss workplace matters and to highlight those who’ve made a positive difference.
“When employees have opinions, and they are heard and acknowledged, they are more productive, engaged and connected to their organization,” Bock says.
Remember this is about honest communication—don’t think you can play your employees like violins.
Hancock breaks it down: “Be ethical. Be honest. Don’t lie. Be responsible. If you don’t know something, it’s okay to admit it—just make it your responsibility to find out the answer. Don’t say you will do something and then not do it. If you have bad news, share it,” she says. “Your team can’t support you and help you solve problems effectively if you aren’t honest about what’s going on.”
4. Understanding
One of the biggest staff complaints is that a manager just doesn’t understand what’s really going on or how things get done. Joel Gross, founder and CEO of Coalition Technologies, a Web design and marketing firm, says his staff just wants him to understand how complicated it is for them to do their job. “They want me to realize they have to follow a specific process in order to achieve the desired result.”
If feasible, take the time to learn what each member of your staff does, the tools they use, and the keys to their success. It’s okay not to know the details—but ask lots of questions. Make them the “experts.”
Understanding your employees also means taking their whole lives into account. “Everyone who works for you is a real-life human being. They have their own issues and problems, and you need to be compassionate,” says Hancock.
“If you feel compassion for your employees, you will treat them better and come up with better management solutions to help your employees succeed. They aren’t just there to support you. You’re there to support them, as well.”
One good way to show understanding and support is to develop a reasonable work-from-home schedule, or a relaxed seasonal schedule. Even half-day summer Fridays can make a big difference in how staffers feel about their employer—and you.
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