When I speak to groups of CEOs and Executives at talks, I often recommend they find more opportunities to connect with their employees. Possibly I’ve suggested the same to you?
Hands down when I present this idea the most common response is, “but I don’t have enough time.” After all, that’s why we put front line leaders and managers into place, right? As a conduit between employees and our own agenda?
If this is your mindset, and I’ve been unable to convince you otherwise, consider the following questions:
- Who interacts with your customers on a daily or weekly basis?
- Who negotiates the majority of your spending on consumable items on a daily basis?
- Who presents one of the most significant overhead costs to your business?
Are you starting to notice a theme?
Let me suggest something straight up. Creating a frequent connection between your view of the organization, its challenges, opportunities, future vision, and employees is something you absolutely must do. Find the time. Make it a priority by scheduling it in your calendar.
If you’re still not convinced, consider that when I do work with clients, the very first thing I do is speak with their employees. Why?
[Tweet “Employees know what’s going on and why it’s happening.”]
They have many of the answers that you seek.
So this coming week, I’d like to suggest something. Come up with a question that’s been bugging you. Maybe it’s new ideas to grow the business; possibly it’s questions around why some of your key customers are leaving. Then go out and ask at least five employees (not managers or executives) as to why they think this might be happening.
If you don’t find this exercise valuable, then I will personally offer you a signed copy of my latest book “Operational Empowerment: Collaborate, Innovate and Engage to Beat the Competition,” sent to you on my dime. Just send me an email at email@example.com with details and your delivery address – no questions asked.
Well, what are you waiting for? Take action now before you close this email!
© Shawn Casemore 2016. All rights reserved.