Involve Employees in How the Organization Operates

Lana J. Chandler
January 13, 2009 | COMMENTS

“The problem with the world is that we draw the circle of our family too small.”

—Mother Teresa

While Mother Teresa was speaking about the limits we humans place on showing compassion to others, that same observation holds true for engaging our work family. Now more than ever you need to involve employees in how the organization operates.

“We all work harder when we know we're in it together,” points out Taye H. Cairnes, president of Taye H. Cairnes, Inc. in Charlotte, North Carolina. “If your employees have a prison mentality during the regular times, you'll never make it through the hard times.”

A piece of your institution's success or failure is tied to every person. The majority of client contact is the front line. What are you doing to help them feel like part of the team?

“Getting employees involved in how the organization operates gives them a more personal connection to their second home. Make no mistake a workplace is most people's second home,” Cairnes continues. “People don't get divorced because of financial problems. The financial problems are just a systemic problem that was already there.”

Encouraging Involvement

To get employees involved in the organization, Cairnes suggests:

• Bring back King Arthur's court and the roundtable. When coming up with ideas, get everyone's input. Hold meetings in a circle or U-shape. This says “I want your voice and opinions.”
• Find out what's stopping employees from doing their jobs. Ask each employee to write a list of the top five things that are getting in the way of them doing their jobs—things that are a hassle. Then choose the top five of all those reasons and create a focus team to solve those top five problems.
• Pay for and reward good ideas. Come up with something employees can wear or collect such as a “Bright Idea” pin. Tip: Reward top ideas with small monetary awards, gas cards or gift certificates to grocery stores, Wal-Mart, Target, etc.
• Start conversations with comments that welcome ideas. Say things like, “I value your opinions.” “I'm glad you're part of the team.” “You help make this a better place to work.”
• Have an open-door policy. “A lot of sudden closed-door meetings scare employees,” Cairnes says. “Make it common knowledge that we are all in this together and we need every person onboard.”
• Praise those who are demonstrating a team spirit. Go public with your praise, delivering it in team meetings, during training sessions, etc. Good behavior that gets noticed gets repeated. If you see someone sliding, talk with them in private. Don't say, “What's the matter? Step up!” Do say, “ It feels like you're not part of the team right now. How can I help?”
• Create a New Products team. Involve employees from different departments. The goal is to come up with new products or new twists on old products and a potential market.
• Form mini-groups to come up with motivating quotes. Each group is responsible for coming up with a “quote of the week.” Rotate who is in the groups.
• Focus on how products can help clients during the recession. Have meetings with employees. Ask how they think specific products can help clients at this time.
• Shop other institutions. Let employees make those phone calls or visits.
• Form focus groups to identify client programs and seminars. What sort of educational programs would clients appreciate? For example, sponsor a Lunch-and Learn on protecting the financial security of elderly family members, or how to reduce heating costs during the winter.

Sustaining Enthusiasm

When employees offer their opinions and ideas, listen, listen, listen! “When it's feasible, implement the idea and always give the person credit. If it's not feasible, give an explanation,” says Cairnes. Let the person know why you can't implement it. Be sure you:

• Let the person know you appreciate his or her input.
• Tell them, “This one may not work but the next one might.”
• Say something like, “It means a lot to me that you took the time to think about this. It means you're part of the solution.”
• If it's a good idea but now just isn't the right time, say, “That's a great idea. However, now is not the right time.” Then explain why.

Lana J. Chandler is the publisher of Branch Manager's Letter. Contact her at 304-343-020 or Lana@BranchManagersLetter.com. Reprinted with permission.