America has experienced an extraordinary change in its relationship with
employees. Gone are the days when companies could expect their people
to give their best efforts and unqualified loyalty in exchange for the
promise of long-term employment. Increased competition, diminished internal
resources and the turmoil created by mergers, reorganizations and downsizing
have erased the bonds between employer and employee and replaced them
on both sides with a new ethos: We will do whatever is in our best interest.
This new mindset has produced new challenges. Managers at every level
of the organization are finding that employees demand to be treated as
individual personalities who possess unique needs and expectations. Companies
are discovering that ignoring those needs and expectations may motivate
their best and brightest people to go looking for an organization that
will satisfy them.
Indeed, the very concept of what it means to be a manager has changed.
The notion of the manager-taskmaster has given way to a new relationship-based
rolethe manager-leader. Managers who fail to lead their direct reports
by developing dynamic relationships with them cannot expect to receive
their absolute loyalty and full cooperation. The manager-leader understands
that money is not the only motivator for peak performance.
More than ever before, employees have workplace expectations that go beyond
the pay and benefits they receive. A sense of accomplishment, a feeling
of importance to the organization and recognition for effort and dedication
are just a few of the psychological currencies that make up the hidden
paycheck that is just as important to employees as their pay and benefits.
Employees want to feel a sense of balance between what they give to their
employer and what they get. When employees don’t receive their hidden
paycheck, they can become dissatisfied and disillusioned. Consequently,
they often choose to balance this perceived inequity by withholding their
discretionary effortthe work they can give (if they choose
to) above and beyond what’s required.
Managers at every level are the key to unlocking this dormant productivity
and putting it to work for the good of the organization. Surveys prove
that the number one reason people say they are satisfied with and loyal
to their employer is their relationship with their immediate supervisor.
The number one reason people leave their job for another company is their
relationship with their immediate supervisor. Managers at every level
need to be leaders.
Compass Leadership Coaching specializes in leadership coaching, delivering
specific leadership development in:
• Boosting Personal Effectiveness
Communicating with Clarity and Confidence
Listening Actively and Effectively
• Analyzing and Understanding Behavior Styles
• Identifying and Meeting Employee Expectations
• Setting and Achieving Measurable Goals
Compass Leadership Coaching can produce significant business and economic
• A return on investment as high as 10 to 1, with a long-term return
that is even higher.
• Retention of top performing staff , which in turn keeps current
revenues and customer satisfaction at very high levels.
• Creation of a positive work environment that facilitates managers
working more effectively with their direct reports.
• Increased revenues due to more productive workplace relationships
that encourage employees to expend more of their discretionary effort
in the performance of their duties and in fulfilling the company mission.
• Reduced expenses from employee abuse of sick leave, inactivity
and inappropriate allocation of resources.
Compass Leadership Coaching can help you develop your LifeCompass and the leadership skills to use it effectively.
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