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Who the Hell Wants to Work for You

Eisenhauer Who the Hell

EMPLOYEE engagement is primarily a matter of how you think about your employees. It is natural think that they are generally the problem and as a result you need to “force, trick, or bribe them into mending their ways.”

Tim Eisenhauer asks in Who the Hell Wants to Work for You, “What if you assumed that people naturally love to work? That they long to contribute? And they are only truly happy when working together towards something they see as bigger than themselves?

If you look at it this way, there is nothing to fix. People are already wired to work with passion if … their work environment calls for it. Who is responsible for your employees’ work environment? That’s right, you are.

Eisenhauer shares workplace principles that express the common needs of most people at work. These are the result of not only the lessons he has learned but those he has learned vicariously and shares through countless examples.

To give you a flavor of the book, here are five:

On doing something offbeat with a job candidate because you can learn so much more about people from their response to the unfamiliar than from their doctored life story: You don’t need to take every job candidate on an African safari, but do give them the chance to learn, react, process information, think on their feet, empathize, make decisions, make requests … In other words, engage in all those activities that, on a very basic level, determine success. Look for spontaneous responses. Any time you exchange canned questions and answers, you are wasting an opportunity to get to know your candidate.

If you want people to pay attention and learn fast, the best way is to let them see what’s going on inside the company. With a small company like Axero, it’s pretty easy. For example, we let everyone listen in on customer interviews. That means everyone gets to learn why different customers hire us and how they use our software.

The difference between managing and micromanaging is compulsion. Of course, you cannot blindly trust people to do the job right. They need to earn your trust. Until they do, you need to stay on top of projects and pay attention to detail. The question is—is it possible for another person to satisfy you? If your record says, “not really,” it means that you check on people compulsively, whether or not it’s necessary, and even when it makes things worse.

When insecurity strikes, resist the temptation to cover it up. Speak your mind and make it okay for everyone to do the same. For example, if you are feeling silent tension in the room, don’t explain it away in your head. Ask what’s going on. What is everyone thinking and not saying?

Freedom and trust must grow with the culture, not ahead of it. The trick is to set your intention. Are you waiting for employees to become trustworthy before you defer to their judgment? Or, are you actively seeking ways to support and empower people as they are?

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Posted by Michael McKinney at 09:08 AM
| Comments (0) | This post is about General Business , Human Resources



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