Strengths Coaching Blog

Friday, October 9, 2015

The Four Things Followers Need – and How Leaders Can Use Their Strengths to Provide Them

by Brian Brim, Ed.D.
 
In their bestselling book Strengths Based Leadership, coauthors Tom Rath and Barry Conchie explore the topic of leadership through the lens of strengths. In addition to discussing how different leaders can create success through the application of their own strengths, Rath and Conchie’s research also examined the specific emotional needs people have to experience with their leaders in order to feel engaged and connected to the organization and their day-to-day work.
Through this research, the authors brought forth four key areas of focus: trust, compassion, stability and hope. When people feel those things, they feel more involved in their companies.
The Impact of Trust, Compassion, Stability and Hope
Gallup studied 10,000 people in “follower” job roles between 2005 and 2008. We found that leaders who are perceived to be trustworthy and compassionate and who offer stability and hope have a significant impact on their employees. For example:

  • When followers trust their leaders, one in two are engaged. When followers don’t find leaders trustworthy, only one in 12 are engaged at work.
  • Followers expect compassion and “general positive energy” from high-level organizational and global leaders. More locally, when followers were asked if their “supervisor or someone at work” cared about them, they were significantly more likely to stay with companies, have much more engaged customers, were substantially more productive and were more profitable to their employers.
  • Employees need to feel their jobs are stable for them to do their best work. In fact, followers are nine times more likely to be engaged in their jobs if they feel the company’s financial future is secure.
  • The most powerful question Gallup asked followers was about hope -- 69% who strongly agreed that their leaders made them “feel enthusiastic about the future” were engaged. Only 1% of those who disagreed with the statement were engaged.
 
 The goal of this blog series will be to explore these four areas more deeply, as well as to look at how leaders can leverage their strengths to more effectively provide what their people need as it pertains to these four areas.
For those of us who coach leaders, these articles will serve as a template for things to consider as we work with leaders to help them leverage the best of who they are. Often organizations will establish a set of leadership expectations they feel their leaders need to emulate. However, if we can better understand what is at the heart of each of these four needs and then help leaders understand how to fulfill those needs through their strengths, leaders will be able to more effectively build their business, while also building their people. Ultimately, as a coach, building people through our work is a powerful and meaningful goal.

Brian J. Brim, Ed.D., is a Senior Practice Consultant for Gallup. Since 1989, Brim has worked as a consultant and adviser to some of the world’s leading organizations in healthcare, finance, hospitality, technology, manufacturing and distribution, automotive, and retail fields, as well as with government agencies. His insights have supported many organizations to increase performance by maximizing their talent and human capital systems. 
 

 

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