GBHJ GLOBAL: Are You Listening? 3 Things Your Staff Is Asking You

By James Carbary

One of the most important questions leaders should ask themselves is, “What is everyone thinking, but no one has the courage to say?”

The Internet is awash with advice for managers, telling them how to interact with their employees, ask for feedback, and keep up with the lives of employees inside, as well as outside, the workplace.

In this article, we will focus on a different angle: the questions your staff is asking you, without ever saying a word.

1. Are you qualified to lead me?

In The Speed of Trust, esteemed writer and inspirational speaker Stephen M.R. Covey argues that trust in the workplace is a major issue, with only 49 percent of employees stating that they trust senior management, and only 28 percent believing that CEOs are a credible source of information.

If nearly half of the people in your company doubt your competence, it is of paramount importance that you help your employees grow professionally. Imparting your wisdom and experience to guide them through challenging experiences should be one of your top priorities.

While blowing your own trumpet is not going to make you many friends, your own credibility is your foundation of trust with your team. Your reputation is important and acts as a direct reflection of your credibility, which is not only important when dealing with outside businesses, but also essential when dealing with your own team.

If your team has faith in your decisions, processes will naturally speed up. Share accomplishments with your team, not just your own, but on all levels. If a team member closes a big sale, why not send a team email congratulating them.

Never miss an opportunity to use your skills and experience to better your employees’ careers, not just when it is for the greater good of the company. Share your experiences and allow team members to benefit from your guidance.

2. Do you care about me?

Compassion is an important theme for successful leadership. Far too often, managers are taught that they should lead with their heads but not with their hearts. If you want to win your team’s hearts, your team must feel they can knock on your door whenever they need you, and that there is a personal connection.

That is not to say that you need to replicate Michael Scott from The Office and try to be best friends with all of your staff. But knowing the basics about their lives and backgrounds will go a long way toward strengthening your relationships.

There are many successful business leaders who have famously made time to build relationships with their staff, even when they reach the top. Psychology Today offers the examples of two CEOs. Herb Kelleher from Southwest Airlines was known to frequently visit flight crews, where he called employees by name and made time to chat with them. Former Best Buy CEO Brad Anderson regularly visited stores, sat down with salespeople, and discussed their concerns and needs.

Although finding the time to converse with all of your staff regularly might be difficult in some busy work environments, there are tips that can help you stay on good terms with your staff.

Some companies integrate employee questionnaires as part of the induction period, which include questions about their families and backgrounds. An online calendar or CRM system can easily help you remember birthdays, and even children’s birthdays, and a short message will go a long way.

If morale is down, or certain team members seem to be having a hard time, personalized gifts can really give them a boost and reassure them that you have their best interests in mind. I once gave a gift certificate to one of our editors that said, “This week sucked, but massages don’t.” An immediate smile was achieved.

Express to your team that you view them as people, not just worker bees. Forbes.com contributor John Hall argues that the most important way to show your employees you care is to treat them as equals, rather than act in a haughty or superior manner.

In general, people like to keep their work and private lives separate, but if it comes to your attention that one of your staff is in a difficult situation, raising it with them and offering assistance could be beneficial. That said, discretion is advised in all private matters, as it is important to have clear boundaries and know when you are stepping over them.

3. Can I trust you?

Building trust in the work environment can be the difference between success and failure for a company. A Watson Wyatt study showed that high trust companies outperform low trust companies by nearly 300 percent.

“Trust is confidence born of two dimensions: character and competence,” writes Covey. “Character includes your integrity, motive, and intent with people. Competence includes your capabilities, skills, results, and track record. Both dimensions are vital.”

In a managerial position, your position of power can make you seem unapproachable. Unless you develop your relationship with your employees and offer guidance and assistance on a regular basis, you run the risk of concerns and problems being hidden from you, for fear of repercussion or judgement. It is important to encourage your team to come to you in times of need, and share problems before they accumulate into something that cannot be easily resolved.

That’s not to say that your team should come running to you every time tensions run high, but they should know that your door is open if they need you. Experts agree that accessibility is an important trait for a successful leader.

Press the right buttons with your team.

In a recent article from Forbes.com about how to learn to create remarkable leadership skills, the author argues that understanding how to light up the brain’s reward network and stay out of the pain network can help you build positive relationships with employees.

The brain’s pain network is activated when people feel physical pain (in the form of lack of safety), social exclusion (not feeling like a part of a team), bereavement (loss), betrayal (unfair treatment or discrimination), and negative social comparison (not mattering or feeling valued). The reward network becomes activated when people feel things like physical pleasure (safety and job security), cooperating (belonging to a team), having a good reputation (mattering and being valued), being treated fairly (trust).

Nurturing a relationship with your team in which you aspire to always be compassionate, approachable, and trustworthy is the key to success. While your responsibilities to the company might take up the majority of your time, you should never let yourself forget your responsibilities to your employees too. Always remember these three questions they are asking, whether they voice them to you or not.