their job. Could the job be better structured to align with their strengths? Are there strategies to move the job in that direction? Managers with a growth mindset understand that mistakes happen when trying something new, and they let employees learn and grow from those missteps. That may often mean reframing mistakes as challenges to be overcome and growth opportunities to be gained. Action: Excellence at matching worker talents with task requirements should be a core skill for you and your management team. Make learning and employee growth a priority. 5. Clarity: “I know where I stand.” Engaged employees know the “why” behind decisions made and understand the contributions they must make to help the team reach its goals. This is especially important in unsettled times, when workers may wonder if they’ll still have a job and are struggling to see the big picture. Leadership and managers who communicate honestly and regularly about the challenges the business is facing and how the dealership plans to adapt and respond can reduce uncertainty and resulting anxiety. If there’s nothing new to report, say that, and let your staff know that when there’s news, they’ll hear it from you first. You can use the time to ask for ideas and solutions from your workforce. You may come up with solid input from employees who know your business and see things you don’t. Plus, you’ll show them you’re listening and reinforce the value they bring in helping your dealership devise answers and succeed. Employees will feel a measure of control, even when conditions are unsettled. Action: Communicate clearly and honestly about the challenges your business faces and your plans to address them. Solicit input from employees who know the business and are dedicated — like you — to its success. 6. Fairness: “I am treated with respect.” Employees feel respected when the workload is evenly distributed and their work is compensated fairly, yet there can often be different perceptions among leaders, managers, employees, and their peers about whether those two conditions are met. Discussions around assignments and compensation can be some of the trickiest to conduct, and confrontation-adverse leaders who shy away from these communications usually find that issues fester and grow. Managers who are attentive to balanced assignments and appropriate pay stay ahead of situations by informing employees about why decisions were made and when — or if — they expect things to change. If there’s a path to increase employee pay with greater contributions to the business, help them understand what they need to do and when they can expect to be rewarded. Action: Pay close attention to work/pay alignment and communicate about it openly, broadly and frequently. 1 Moore, C.J., The pandemic exposed what dealership employees value, Automotive News, October 17, 2022. Truist Bank, Member FDIC. ©2023 Truist Financial Corporation. Equal Housing Lender. READY TO START YOUR JOURNEY TO GREATER ORGANIZATIONAL ENGAGEMENT? There are many elements to increasing engagement. The Truist Leadership Institute team can help you identify where you are in the journey, accurately measure the gaps that you can address, and advise you on actions to take to develop a highly engaged workforce. 12 Virginia Auto Dealer
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