Getting the Balance Right for your Organisation

Leadership Management Australia (LMA) has re-released its key findings from the recent Leadership, Employment and Direction (LEAD) Survey.

The report (now in its 18th year) presents leaders and managers with an important opportunity to review the way their organisations are currently operating and to set course for the future, bringing their people with them through effective communication.

The findings from LMA’s LEAD Survey remind modern leaders and managers of:

• The critical impact that sharing the outlook for the organisation and the individual’s future with employees at all levels of the organisation can and does have. When employees know what the future looks like for the organisation and themselves, engagement and productivity levels rise. If reassurance cannot be provided, at the most basic level, look to provide a solid commitment to communicate and inform employees about their future once more detail is known.
• Getting the balance right between other aspects of life is essential to create an environment in which people want to perform and want to stay to develop themselves and their careers. When the balance is right, individuals perform, teams perform and the organisation performs to fulfill potential. Taking an interest in your people and their lives is the first step in providing a high performance environment. Helping them to get the balance right and feel good about the hours they work is an important follow-up step.
• The growing importance of job satisfaction as a means of attracting and retaining talented personnel. The findings indicate that employees want to work where they can develop, advance, have fun and enjoy their work AND work with managers and leaders who are passionate and engaging. Whilst overall levels of satisfaction are improving for employees, they are declining for middle managers/supervisors suggesting this group is not enjoying the pressure that comes from above and below. Work to skill and support middle managers as they tackle their challenges and be prepared to help them to enjoy their roles to enhance job satisfaction in this key group.
• What defines an employer of choice and the profound impact of the employer of choice “shopping list’ used by prospective employees to determine where they will work. A prominent ‘look after number one” mentality creates a number of challenges for leaders and managers seeking to attract and retain talent at all levels. Despite growing unemployment and the appearance of a growing talent pool, the reality is that finding and retaining quality personnel remains one of the most demanding tasks for modem managers and leaders.

Creating a committed, focus and engaged workforce in uncertain or difficult conditions has become the battle cry for today’s leaders and managers. Getting the environment right, understanding the individual and providing the conditions under which they will work productively and consistently will enable organisations not just to survive but to flourish.

A genuine and honest approach to outlining the organisation’s future and a sincere commitment to making that outline a reality will provide employees at all levels of organisations with a solid foundation on which they can make decisions about their own future and work passionately towards achieving it.

“A prominent ‘look after number one’ mentality creates a number of challenges for leaders and managers seeking to attract and retain talent at all levels.”