Kevin Murray reveals the top leadership traits that demotivate staff
Are you aware of the things you do that turn your people off? Do you know how and when you're demotivating them? And do you know what most motivates members of your team, and is certain to encourage them to go the extra mile?
For my three books on leadership, I've interviewed more than 100 CEOs, polled more than 3,000 managers and conducted research among 6,000 employees to try to find the management skills and behaviours that truly make a difference.
The latest research I commissioned from global polling company YouGov identifies the most important management behaviours that enable people to be so inspired that they regularly and willingly give the discretionary effort that delivers extraordinary results.
YouGov polled 1,880 managers and 2,200 employees to find the top eight things you might be doing to discourage and demotivate your staff.
1. You fail to bring the outside in
Employees want to know how what they do makes a difference to the people they serve. The best leaders are constantly communicating about customer experiences and expectations.
2. You don't show that you understand employee perspectives
It is amazing how people feel better when you say you understand them – even if you don't agree with them, or have reasons for making decisions that might not be popular.
3. You show little commitment to the organisation's purpose
Employees want to feel that they are working to a purpose that is more than just about making a profit. They want to feel they are making a difference in the world. Managers who don't reinforce this disconnect staff from that inspiring purpose.
4. You fail to define and review goals that align with the organisation's purpose
One of the most important things a manager can do is to show employees how what they do contributes to the corporate goals. This is vital for employees to feel connected, and part of something that makes them proud.
5. You never listen (or people think you don’t)
Managers who are good listeners are often the most inspiring leaders. They pick up great ideas from their staff and respond to those ideas, they welcome bad news in order to take corrective action, and they effectively guide and steer opinions because they are better informed about how people are feeling.
6. You fail to live the values of the organisation consistently
People who know the values and purpose of the business are able to make decisions without the boss being there, but leaders who are inconsistent about the values sow confusion and doubt and inefficiency among their teams.
7. You seem to be dishonest and insincere to your staff
The vast majority (94 per cent) of the managers we surveyed said they were honest. Only two-thirds of staff agreed, with a third disagreeing. Doing what you say you will do, living the values, doing what you expect others to do – these all influence how employees perceive you. You may unwittingly be failing in some or all of these areas.
8. You don't make your employees feel important and appreciated
Employees who are made to feel worthy and who are respected, cared for and developed are far more likely to be super performers – to go the extra mile and to be loyal and committed employees. Managers who inadvertently disrespect their staff, or who deliberately or accidentally make them feel threatened or unworthy, quickly demotivate their employees and lose the performance edge that is so crucial to success. In the YouGov survey, 93 per cent of managers said they cared about the people they lead. Only half of employees agreed. A lot of bosses are failing in this regard. Are you one of them?
Kevin Murray is a leadership consultant and author. His latest book, People with Purpose, was published in April