Important tips to help your employees thrive and grow your business

Every successful business knows it. Good employees are the heartbeat of the company. Check out our tips on how you can help them thrive.

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Employers don’t even need to wonder if 41% of employed individuals who report diminished productivity is an understatement. Because it is.

The negative correlation between stress and productivity was studied and showcased multiple times. One of the most notable displays of this was in a study conducted in Pakistan with employees in the banking sector.

We all feel distraught and less efficient when we’re stressed, simply because we’re having difficulties combating whatever is pressing us, inside or outside of work.

Fortunately, there are things, good, healthy and proven, that can be done so that employees reach a heightened sense of wellness in the workplace, leading to growth for their organizations. 

Web development in Chicago was among the first to put these to work. Read more about them below.

To remain afloat and consequently increase their momentum, organizations must combine their brainpower and look for ways to develop strategies for gradual output increase. This goes the same from top to bottom.

Let’s take a closer look at the important steps you can take to ensure relevant improvements happen by employing methods that will reap your employees’ potential.

Share knowledge selflessly


If you even thought of it, this doesn’t mean that you should have a one-on-one with each and every member of your organization. On the contrary, it’s very unrealistic, especially if you’re harboring a triple-digit number of employees.

Sticking with the usual approach can do just fine if done right. Make sure that you provide proper onboarding training for all your employees. Make sure your trainers are investing themselves fully in their new colleagues’ growth, as that’s felt easily and will mean a lot to the ones being trained.

In case you’re suddenly hiring a large number of new team members, this will help them build a sense of camaraderie. This will enable new joiners to bond with future team members, establishing a meaningful connection that might last them for quite a long period.

Feeling close to their coworkers and having a good idea of your organization’s internal processes is set to increase your employees’ confidence and steer them towards success. 

You’ll soon realize how much this increases the speed with which your new employees keep the ground running. This applies to both new hires and the employees who already have deep roots within your company.

To a greater or lesser extent, everyone wants to progress. To advance. To thrive.

Continuous education is certainly the best way for employers to make their employees feel valued and help them feel better about their contribution to the company.

Premature promotions or undeserved raises might be a great short-term fix, but they carry a feud with them. Both can cause your employees to potentially feel inadequate regarding their new responsibilities. And that’s not good. Colleagues being envious of a peers’ promotion? Even worse. 

As stated above, there’s a solution to bringing benefits to your employees, one that can stick with them for good. It might just be great for the company as well, but that is beside the point. If the aim is to enable your team to feel better to perform better, collective success is inevitable. 

More about this further down.

Teach your managers enticing coaching skills

 

Merit is often what gets a former junior employee to a position where they’re directing the next steps of their teams. And while that might be a daunting task for some, it might come easier to others. Some might believe they’re great at leading people without that being the case.

Even if a certain team member is now its leader, other members might feel as if they are now in a position of authority, justly so.  

Peers until recently, now having to follow directions laid out by someone who advanced? Consciously or not, this may trigger passive resistance in some.

Steering the direction in which their team members are going should be seamless. When done properly, using appropriate soft skills, no one will feel as if they’re being ordered to do things or won’t have a hard time doing what’s needed.

Giving feedback, receiving it, dwelling over what’s the best direction for a specific team member’s stride towards reaching their full potential — all of these are skills, soft skills, and they can be developed. More on that in a bit.

Investing time and effort to provide high-quality coaching to your fresh managers will ensure that this ball keeps rolling. It will also provide a great base for these same skills to be understood and adopted for when the people they manage are in positions of leadership themselves.

When speaking with their team, apart from an overall supportive yet firm attitude, striving to understand progress and pitfalls that happened may just be played as a questioning game.

Asking team members how they are doing in their role and what challenges they’re facing can be a chance to hear an impromptu self-evaluation. Asking about weekly wins is also a good point of reference to understanding the strengths they have.

Checking if they have any challenges is great as it gives the employee a chance to basically suggest necessary coaching prior to the one that’s planned. Remember, being aware of spaces for improvement means sealing holes before they become craters. 

The psyche and the feelings that govern it come as a consequence of things difficult to measure in KPI terms. That’s where a direct yet non-intrusive question can do the trick. 

Asking your team member “How are you feeling?” can give away important hints about how you can improve their experience.

Finally, asking for feedback, and being open to hearing opportunities for managerial growth, rather than interpreting them as a shot below the belt, can be of unparalleled importance. It’s easy to understand that, subjectively, we might be missing important chances for personal improvement.

Those who we manage will certainly be more than happy to share their observations, but only if they feel they’re safe doing it.

Synergize internally

Sometimes, the problems within your organization don’t arise from individuals.

If you spot that sales are plummeting, and the teams in your firms are pointing fingers at each other, that might mean that due to lack of comradeship between the teams as separate entities within the larger spectrum of the organization’s responsibilities. 

Every wise leader, or the one who seeks to become one, will recognize this early and have their teams knitted closer. For plenty of reasons, this can be a challenge for the person looking to do it. So here’s a small piece of advice on doing that.

Start at the top.

Even if you were to put the most compatible people in a team building heaven, it’d take them a decade to get to know everyone who’s there alongside them.

As such, it’s important to have a good communication flow between the team leaders, managers, and directors of various sectors. Encouraging communication on a level that is fitting for the summits will truly be felt all the way down the mountain. 

And as a consequence, every project that depends on the input provided by differing teams will be brought as close to the state of perfection as possible at that time.

 

Go hard on making skills soft

For quite a bit of time, the so-called “soft” skills were put on the bench so that “tougher” qualities can get their time in action. You know, those old qualities are often depicted as hard-to-the-bone, rugged, no-nonsense traits.

Truth be told, there still might be positions where this is completely and utterly true. However, your employees are not soldiers and you need not nurture those qualities within them, as they are not on the battlefield.

They are in a complex organization looking to advance in a complex and competitive field of business (whichever it may be), and feeling like they’re silently yelled at isn’t going to get them going.

Even if it does, it’ll be in the wrong direction. And if this pushes them towards progress, pay close attention because the last thing you’d want is for inappropriate means that might have brought them up in the company to be further transferred through them.

The importance of skills that aren’t taught often

Soft skills get a bad rep sometimes.

They’re not soft at all. Honest and courageous communication, providing feedback based on reason, emphasized by polite and assertive language for the benefit of all are things that take years to master.

Plant that seed, use your resources to help all your employees become fluent in using them, and you’ll reap benefits on the level of company culture, team productivity, and quarterly profits. A lot of web development in Houston revolved around this, and it’s thriving now.

When compared to diametrically opposing “tough” qualities, these are the ones you want.

Even though toughness can help at times of urgency, softer skills will help keep those urgencies away.

Conclusion: Strong links keep chains together

 

When looking at a company in its early days, its founders’ values, vision, and actions are most definitely its foundation.

However, when things pick up, you hit that IPO, or whatever your measurement of organizational accomplishment may be, things will get different and grossly more challenging.

Executive steers will most definitely be important, probably more than ever, yet, every chain is only as strong as its weakest link. Knowing this helps your company remain unfathomed by all factors which threaten to bring it down. 

By enabling your employees to feel fulfilled and useful, enriched by what your organization has given them in terms of knowledge and experience, you’ll be well on your way towards long-term and profitable solidity. 

 

Author bio

 

Travis Dillard is a business consultant and an organizational psychologist based in Arlington, Texas. Passionate about marketing, social networks, and business in general. In his spare time, he writes a lot about new business strategies and digital marketing for DigitalStrategyOne.

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