Page 114 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

Steering the Ship and Inspiring the Crew C101

cut costs, improve quality, or increase sales. One sure way to jump-start
employee engagement is to mine their viable ideas and get them involved
in implementing them.

2. Allow employees their natural emotional reactions. Employees otherwise may re-
lease their feelings in nonproductive ways. We often recommend holding
“50-50” meetings where employees are invited to speak and air their con-
cerns for half the time while managers and executives listen.

3. Use periodic, systematic employee “pulse” surveys or listening sessions. This practice
helps management keep abreast of the impact of the layoffs on day-to-day
operations and demonstrates that employees are considered an important
asset. Some employers, such as Gaylord Hotels and Resorts, hold regular
listening and idea-generating meetings with employees.

4. Be open, visible, and vulnerable. John Chambers, CEO of Cisco Systems,
hosts monthly breakfasts where employees who celebrate a birthday that
month are invited and encouraged to ask him anything—no question is
off-limits. There is risk in this, but the reward is magnified by the em-
ployee trust and respect that is gained. These sessions are videotaped and
rebroadcast on the company’s intranet. Chambers believes that employ-
ees want “unvarnished communication,” reassurances, and transparency. 10
Don’t sugarcoat the reality or challenge that lies ahead.

5. Proactively address the downside of fewer staff for the same amount of work. Involve
employees in rethinking how tasks are going to be accomplished.

6. Make sure frontline supervisors get the focus and attention they need to sustain the day-to-day
engagement of frontline employees. First-line managers have more direct contact
with the majority of employees. What they think, say, and do matters
even more. First-line supervisors often feel they are not targeted when
it comes to open, two-way communication. Senior leaders need to make
sure managers are given the information they need to answer tough
questions from their teams during tough times. Minimize conflicting
messages from different areas of a company, which signals disorganiza-
tion and destroys confidence.