3. Control: “I have a choice.” Engaged employees need the right amount of control and autonomy to understand the work that needs to be done, have the independence to do it the way they see fit, and have the responsibility to do it correctly. Control that leads to success builds confident employees who can take on more, including charting their career path to places they feel most comfortable going and where they can excel. For managers, the trick is to find the right amount of control that each person needs and seek each employee’s input on decisions that affect them. Employees who have more control tend to be more open about any obstacles they’re facing and that leaves them more willing to come up with solutions rather than waiting to be told what to do. And when it comes to team settings, employees who feel they have more control over their work can perform with less contention over job boundaries and roles. Action: Match the right person to the right job, give them control to perform and set clear expectations for success and accountability. 4. Competence: “I am capable. I am the right person for the job.” Engaged employees should be well-suited for the job they are assigned and have the skills and talents needed to meet challenges and complete their work. Carefully matching workers to the right jobs helps them get satisfaction from doing what they do best. Be clear about opportunities for growth and skill development and give employees input into crafting 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. 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. 1. Moore, C.J., The pandemic exposed what dealership employees value, Automotive News, October 17, 2022. WVADA News 26
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