A five-step assignment to convey your interest in your team, and spur a sense of belonging.
I recently spoke with a CEO about his workforce. He felt his team wasn’t very motivated and asked me what would prove more effective: rewards or threats? Before I could answer, I asked some questions: What did his workers like? How did they spend their spare time? Did they all eat lunch together or separately? He couldn’t answer any of these questions, which told me exactly what was wrong.
This executive needs to know who works for him. Curiosity is one of the most appealing human characteristics. When you’re curious about someone, you imply that he is interesting and valuable. More fundamentally, you prove to him that he exists and that you know it. Everyone at work wants to feel that he counts, that he is valued, and that others are interested in him. After all, why should an employee be interested in the business if the business isn’t interested in him? Being curious about someone is the easiest and most basic way of saying that you notice and care. This all sounds simple but many executives are too busy to ever do it. [read]