让员工完全敬业：组织发展的至臻状态

    1. 找出哪些东西会给员工带来动力。员工各不相同，需要不同的东西来得到满足，因为他们都有独特的个人价值。不要假设“每个人都想要同样的东西”，因为情况并非如此。了解他们需要的方式是：询问并且倾听。了解“成功”对每个人都意味着什么，并且利用这种力量让双方受益。

    2. 了解怎样创造一个有吸引力的愿景来激励员工。当你去了解员工真正关心的问题时，他们也会发现自己对成功的定义，大家共同创造一个令人兴奋的愿景并不难。这样做的最佳途径是让大家坐在一起并进行一次寻找共同愿景活动。这样，最终的愿景就不是“老板的愿景”，而是“我们的愿景”。如果这个愿景不能让人感到激动，那就让他们把它变得更激动人心一些吧。作为领导人，你的工作是确保公司愿景确实能让人眼前一亮。

    3. 一有机会就和员工就使命问题进行沟通。使命？没错，使命的作用是实现人们的共同愿景！要成为一个会讲故事的人，而且要通过讲许许多多的故事让愿景和使命变得活灵活现。举一些充分敬业员工的例子，讲讲他们有许多“棒极了的工作日”以及他们执行的策略如何让企业更接近其愿景。让每个人都对企业的目标一清二楚。

    4. 建立一种文化来释放敬业员工的潜力，让他们及时处理实质性问题。换句话说就是，放弃“命令和控制”，让员工从自己的经历学到东西。停止微观管理，掌握发挥重要作用的新方法。“赋予动力”的意思是“人的内在动力，而非外在”。也就是说，让员工获得动力，让他们从错误中汲取教训，认可他们的成功，当他们开始体验因他们个人为企业带来的变化而产生的满足感时，看看会出现什么样的情况。

    5. 就企业的核心价值跟别人进行沟通，并身体力行。如果你频繁脱离你所描述的核心价值，大家就会看到这一点。在企业的最佳员工看来，你就毫无信誉可言。最差的那些员工就会效仿你的做法并且大范围地扩散你自相矛盾的行为。违反这一规律已经毁了许多企业。确保自己时时刻刻都“言出必行”。

    最后，我还想引述Blessing & White公司的一句话：

    “敬业员工会为自己能付出什么留下来（他们喜欢自己的工作）；不敬业员工会为自己能得到什么留下来（有利的工作环境，成长机会，工作保障）。”——Blessing White《2008年员工敬业程度报告》

    下次，我们将就人的层面，更深入地探讨Blessing & White所说的“敬业方程式”。（财富中文网）

    译者：Charlie

    1. Find out what motivates your people. They are all different and need different things in order to be satisfied, because they have unique personal values. Don’t assume that ‘everyone wants the same things’ because they don’t. How do you find out what they want: ask them, and listen. Find out what “success” means for each person and harness that power for mutual benefit

    2. Learn how to create a compelling Vision that excites people. When you are in touch with what people actually care about, and they are also in touch with their definition of success, it’s not hard to create an exciting vision together. The best way to do it is to get them in a room and facilitated a Shared Vision exercise so that the final vision is not ‘the boss’s vision’ but “Our Vision.’ If it’s not exciting ask them to make it more exciting. Your job as a leader is to make sure that the Vision truly lights people up.

    3. Communicate the mission at every opportunity.Mission? Yes, the Mission is to achieve Our Shared Vision! Become a storyteller and tell lots of stories that bring the Vision and Mission to life. Use examples of fully engaged people who are having a lot of “Great Days” implementing strategies that move us closer to the Vision.Make the purpose of the organization crystal clear for everyone.

    4. Create a culture that unleashes the potential of engagedpeople to deal with real issues in real time. In other words, let go of ‘command and control’ and allow people to learn from their own experience.Stop micromanaging and learn a new way of being important. ‘Empowerment’ means ‘the power is inside the person, not outside.’ In that case, give them the power, let them learn from mistakes, recognize them for their successes and discover what happens when people start experiencing the satisfaction that comes from personally making a difference for the business.

    5. Communicate the Core Values of your organization and then live by them. If you are frequently out of integrity with your stated core values, everyone is going to know it. You have no credibility with your best people. And your worst people will make themselves carbon copies of you, spreading your incongruent behavior far and wide. Violating this rule has led to the destruction of many businesses. Make sure you ‘walk your talk’ all day, every day.

    I’d like to leave you with a final quote from engagement consultants Blessing & White:

    “Engaged employees stay for what they give (they like their work); disengaged employees stay for what they get (favorable job conditions, growth opportunities, job security).”-Blessing White’s The State of Employee Engagement 2008

    See you next time, in the Human Dimension, where we will dive still deeper into what Blessing & White call “The Engagement Equation.”