My recently retired colleague, Judy Kay Mausolf, used three categories to identify levels of employee engagement and attitude. Identifying which ones you have on your team (and which one you are operating as yourself) can be helpful in determining how you will reach your goals.
Imagine your company as a large boat, navigating the ocean of business with all of its economic, political, and technological storms the hope of arriving at a specific destination in a particular timeframe. Sometimes the waters are calm, the way seems clear, and you’re right on track. But, at times, the sea can become rough and throw you a little off course. Occasionally, a storm rages and the sea becomes so treacherous you temporarily lose your way altogether.
You have a team of crew members on your boat, and the level at which they engage in the journey will make all the difference in your ultimate outcome. Crew members will fall into one of these three categories:
- Rowers – These are engaged employees who love their work and believe it makes a positive difference. They look for ways to improve performance as well as the overall patient and team experience. They enjoy solving challenges and helping the business succeed. Their professional gear is in “drive” because they love the feeling of moving forward together.
- Riders – These folks are not engaged with problem solving or business growth and do just enough not to get noticed or called out. They coast through the day without much energy or passion. Their minds are focused on personal things, and their eyes are focused on the clock. Their professional gear is in “neutral” as they are not doing anything to obstruct progress, but they aren’t doing anything to drive it forward either.
- Resisters – These employees are actively disengaged. They are unhappy, and it shows on their faces, in the tone of their voice, and in their actions. They look for and find trouble and seem to always be at the center of drama. They see themselves as a victim and often harbor resentment and animosity, simmering just below the surface.
So, here’s the question all boat captains of industry want to know: Can Resisters and Riders become Rowers? Well, that depends on a few things:
- Do they have great leaders? People respond completely differently to leaders who know how to clarify goals and expectations; provide adequate training and support; give frequent feedback, encouragement, and praise; and know how to delegate without micromanagement. Judy Kay used to ask, “Which management style would your team members use to describe you?
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- A. Focuses on my strengths, positive characteristics, and how I can grow
- B. Focuses on my weaknesses, negative characteristics, and what I do wrong
- C. Does not say anything at all, and I feel ignored and invisible
- Are they in a position which leverages their strengths? When people are in jobs which leverage their natural abilities and strengths, they tend to enjoy their work more, which leads to more engagement and passion for the work.
- Do their leaders make decisions from strength, confidence, and optimism? In other words, do their leaders hold themselves and their employees accountable to the values, goal achievement, and cultural standards equally and fairly without fear, pessimism, blame or judgment?
I have seen team members who were Riders and Resisters become Rowers many times, and in every case, the transformation came down to the quality of leadership. If you’d like a team of Rowers and a culture of smooth sailing regardless of the storms, consider registering for our virtual Leadership Academy (starts April 7) and/or scheduling a Team Calibration Retreat to chart the course for your best year yet!
“Everyone makes our practice a better place: Some when they arrive and others when they leave.”
~ Attributed to Oscar Wilde
