Moving Beyond Employee Experience: Nurturing Genuine Commitment in Executive Leadership was originally published on Ivy Exec.
According to a recent Gallup poll, 51% of workers actively seek new jobs. In part, this is because of an employment boom that’s seeking high-performing candidates.
But what would happen if your top executive leaders left your organization?
“Want a scary thought? Picture your three best people – now think about what it would take to replace them if they left your organization tomorrow,” said Gallup’s Matt Mosser.
One of the reasons that so many employees are looking for new jobs? Very few are engaged at work.
In 2023, the research firm found that only 32% of Americans were engaged at work. Reasons for disengagement are complex but identifiable.
For instance, some respondents were not engaged because of one or more of the following reasons: lack of connection with others, unclear expectations, a mismatch between their work tasks and motivations, and a lack of recognition for their accomplishments.
In light of this survey, what can you do differently to ensure you’re nurturing executive commitment?
Build relationships.
More senior leaders should regularly connect with lower-level executives.
For instance, consider scheduling a check-in with them every week, even if you have nothing specific to discuss.
Each year, consider holding “stay interviews” where you talk about what’s working for them in their roles and what they’d like to see change. These interviews, which are often only conducted during recruitment, boost retention.
The more connected you are to your colleagues, the more likely they’ll tell you when they’re unhappy or looking for another job. Then, you may be able to make modifications to their role before they accept an offer elsewhere.
Implementing clear expectations and training.
Only about half of workers in the Gallup poll knew what was expected of them at work.
So, the more clearly you describe what you want your workers to do, the better they’ll be able to feel confident and focused in their roles.
“It’s hard for people to commit to something they don’t know about. By defining the objectives, roles, and tasks, you will be facilitating the understanding of the work. When employees know what is expected of them, their motivation and involvement in achieving results increases,” said Team Insights.
Also, make sure that you’re setting expectations that your executives can actually meet. For instance, have you allocated the appropriate resources and training for the responsibilities you’re outlining?
Ensuring a match between responsibilities and motivators.
Nurturing executive commitment means ensuring that these professionals get to do what excites them at work.
The more you can align their responsibilities with their passions and interests, the more energy they’ll gain at work.
If you bog them down with too many responsibilities they don’t like, they’ll find work draining and dissatisfying, leading to burnout.
So, it’s important to understand what interests your colleagues – and what saps their energy.
“Ensure a good match between employees and their work. If there turns out to be a mismatch, assistance and/or training should be offered to bridge the gap. In the case of long-term mismatches, every effort should be made to help employees find more suitable work (either inside or outside of the organization),” said Bronwyn Wainwright for the Effectory.
Giving recognition.
The more senior the role they hold, the less likely professionals are to receive recognition simply for a job well done.
Only 31% of Gallup survey respondents thought they received praise at work.
“Humans, no matter how confident they are, appreciate the affirmation of a job well done. Don’t underestimate the power of expressing your appreciation, especially for something small. Your employees will not expect it, and it will highlight that you appreciate everything that they do. The more people feel appreciated, the more they will give of themselves,” said Avery Blank for Forbes.
Many executives feel that they don’t deserve recognition unless they do something “big,” but this doesn’t have to be the culture. Creating a workplace culture that identifies and appreciates small wins (or even trial and error!) goes a long way toward nurturing executive commitment.
Nurturing Executive Commitment
Less than a third of Americans are engaged at work. But nurturing executive commitment is a strong predictor of retention – or loss.
To improve your company culture, ensure that senior leadership connects with lower-level colleagues, sets clear expectations, assigns motivating tasks, and regularly recognizes hard work.
This way, you’ll have a retention strategy along with your recruitment strategy.
“Winning the war for talent is about the basics: a strong defense to protect your existing talent paired with an offensive approach toward recruiting that makes the most of this hiring environment. The companies that execute these things consistently and with excellence will win,” said Mosser.
Another demotivating factor for executives? A feeling that they’re not being paid what they’re owed. Read more in our article, “Are You Getting the C-Suite Executive Salary You Deserve?“
