According to new research, employee engagement decreased during the first year of the recession and has since bounced back. Modern Survey’s Employee Engagement Index found in February 2009, more employed American adults than in August 2008 said they take pride in their company, see a promising future there, and go “above and beyond” for the company’s good.

“It’s important to note that our survey only included people who haven’t lost their jobs and are currently employed,” said Bruce Campbell, a Senior Consultant at Modern Survey. “I think most people these days realize that there is nothing like a guarantee of job security anymore. Most of us know good, hard working people who have lost their jobs through no fault of their own. Perhaps more than ever, employees are feeling a real sense of gratitude that they still have jobs, and have come to understand that the best thing they can do to improve their chances of keeping their jobs is to do whatever they can to contribute to the near-term success and long-term viability of the organizations they work for.”

Modern Survey says these results suggest that the majority of employees are motivated to do their part to help the organizations they work for survive the current economic crisis. That’s what I call a strong, common purpose.  They’ve rallied around their organization knowing that it may not survive without their enthusiasm, energy and support. 

As the survey authors report, that’s very good news for executives and managers in the short term. But looking forward, what can employers expect as the economy eventually recovers and employment opportunities begin to improve?

According to Modern Survey’s President, Don MacPherson, there has been a major shift in how people view their employment. “Right now many people feel very fortunate to have their jobs. A year ago the same people may have felt they were entitled to their jobs. Everyone knows someone who has been affected by a job cut or layoff. The surge in cuts and general employment uncertainty is real enough to change perceptions and behaviors.”

Because behaviors have been changed does not mean they will last. MacPherson says organizations need to pay attention to their employees now more than ever. “The last thing you want to do as a manager or senior leader is take your employees for granted now. Companies will have fewer people taking on greater responsibilities. Those organizations that neglect their employees by failing to provide recognition or developmental opportunities risk losing people as the economy improves and other opportunities present themselves.

“I can’t stress the importance enough of checking in with your employees throughout this downturn. No management team wants to struggle during these challenging times only to lose those people who got the company through it because they were ignored.”

When I wrote Motivate Like a CEO, we were at the beginning of a downturn that no one could have anticipated would be as deep, wide and painful as it has been.  Yet, it became clear that the principles of motivating and inspiring a team that worked in good times were even more important to know, in times of hardship.

If your employees are highly motivated now, will they feel as united and committed when the economy improves?  This depends upon how well you engage them.  Here is a brief on the eight principles of motivating through communication:

1.   It begins with you: your purpose and passion - a leader can only motivate others if he or she feels passionate about the work and the organization

2.   Communicate a clear powerful mission - beyond survival, what is the exciting vision you want your employees to embrace?

3.  Learn what motivates people - after the economy begins to recover and they feel more secure in their jobs, what else will keep them as engaged as they are now?

4.  Make a personal connection with others - in times of crisis, leaders tend to retreat and carry the weight of the world on their shoulders but instead they need to reach out to others.

5.  Make the conversation about them - the easiest way to discover what connects people to your organization is to ask them.  Find out what they love and what they find rewarding.

6.  Praise, recognize and reward - a precision tool in leadership, which allows you to recognize the employees who represent the behaviors and values you want to drive through the culture

7.  Walk the talk - when people see the leader of their team or organization doing right by others, they are proud of where they work and try to emulate those behaviors and actions.

8.  Empower people - in a crisis - you’re looking for great ideas and give people latitude to execute.  Be sure you continue to show the same confidence in them when things improve.

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According to Salary.com, the average American worker wastes over two hours each day.  Don’t ask me how they know.  They surveyed American workers.  Why anyone would admit this in a survey - is beyond me.    

But I digress.  The question is - why are they wasting time –at a time like this?  What are they doing when they are not working? Let’s start with what they’re doing.  The biggest culprit: the internet.  Almost 45% of Americans rank surfing the web as their primary time-wasting activity. The second big time waster: standing around talking with co-workers -almost 35% admit to that.  I don’t know whether that counts email and text messaging.

While it’s a little bit funny, and let’s face it -we’ve all  wasted time at work, if you’re the leader of the organization you probably find this very scary.  Stop to consider what it is costing your company –the calculation in lost opportunity, wasted person hours, delayed projects, could consume you.  

Right now you need to have100% of your team focused on the highest priority projects and activities that will keep your business moving forward to the other side of this dismal economic downturn.  What can you do?  It’s instructive first to look at WHY people say they are wasting time–the reasons for slacking off.  Then we can look at what to do.

 One third of American workers s say they don’t have enough work to do.  About a quarter say they feel underpaid.

For those who don’t feel they have enough work right now - well that’s easy.  They need to be enaged.  As the leader, you need to show them how they can make a difference.  There are always things people can do that will move the needle even when they’re aren’t doing their regular jobs.

As a leader, you need to communicate in a way that inspires and engages people.   You may feel a little down yourself right now.  But this is your job.  You have to raise your own energy level and communicate this energy to others.  I wouldn’t allow yourself to fall into the trap of thinking that most people are people are ”difficult to motivate.”  While you can’t really motivate anyone, you can inspire people to get in touch with their own motivation.

As for those who aren’t working because they believe they are underpaid.  They shouldn’t be there anyway.  I just read another survey in the Wall Street Journal that found job satisfaction is actually up.  A December 2008 survey by Yahoo! Hot Jobs found 38% of respondents are “very satisfied with their jobs, compared to 28% in 2007.  This is no doubt because they are grateful to have jobs right now.  But it’s also because, in my experience most people want to do a great job, and be recognized and rewarded for it, not just with money, but with praise.  People work for a paycheck but also long for a purpose.  

How do you do go about inspiring others?  Think about what motivates them.  Talk about that.  Have a conversation about what they’re doing, give them a pat on the back, and tell them how important their work really is.     

Focus them on a common goal. During times of crisis, it is actually easier than ever to rally people around purpose.  We’re all in it together!  Whether that goal is to seize market share -an opportunity brought on by the turmoil, or whether your company is just in survival mode, staying alive, everybody knows it.  Get them to focus on what they can do about that.  Get them on the same page, fighting for the same thing.  It’s either  a clear, present danger right now, or a clear, present opportunity.  

You have to communicate it so they can hear it, again and again, until they act on it.  It is your job as a leader to communicate so everyone understands. Maybe you don’t think of yourself as a motivating, inspiring leader.  But anyone can be that person. Where to start?   Get in touch with your own passion - why do you believe in what you’re doing? Why is it important is it to you?  When you’re in touch with your own passion, it will come through in they way you speak with others.  

Note: You cannot over-communicate in a crisis.  You have to be out front, speaking about it, all the time, delivering a message that is clear, consistent and credible.  Communicate through every channel.  And don’t make it all one way communication.  Walk around and listen to people.  Ask questions.  Find out what is holding them back. Observe and learn.  If they are not productive, if they’re not spending time on the right things, find out what can you do to help them, and let them know how vital they are to your business plan and recovery. 

One thing I discovered while writing Motivate Like a CEO, (McGraw Hill 2005) is that we all long to have a purpose.  We want our lives, and our work, to matter.  We want to make a difference in the world.  If you believe this then you can always motivate people to give their best because you appeal to their best intentions.  That will help them be highly productive every day.

If you suspect people are wasting time– here are eight tips that will help you get people engaged:

1.  Walk around and talk to people - ask how they are doing, and how you can help them get things done

2.  Be clear about the priorities - they can change during times of crisis - keep everyone up to date

3.  Praise people, reward productivity, and let them know how much particular activities mean to the organization - be specific 

4.  Stay in touch through email and other channels and drive that message home - so no one can say they didn’t know

5. Be positive - communicate success stories, tell them about opportunities ahead, use motivational quotes, and an upbeat tone

6. Stay motivated yourself- get out of the office, get fresh air and a fresh perspective so you can give to others

7.  Walk the talk; be productive, use your own time wisely and set a great example

8.  Remember your words count - a single conversation with someone can change their behavior for the better

I want to share one final thought.  I once asked one of my wonderful mentors, a successful business woman, how she decided every day what she should do.  Her answer was simple.  “I look through the pile, decide what can make me money, and put that on top.”  Perhaps you can pass that story along. 

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What do the world’s business leaders need now, in the midst of economic gloom and doom?  At Davos, those attending the World Economic Forum are trying to revive their enthusiasm and passion.  They are heading out in droves to a seminar where they stand on the chairs and sing at the top of their voices.  

The program is delivered by Benjamin Zander, the famous conductor of the Boston Philharmonic, who knows the power of music to lift the mood and reignite passion.   “There is even more need for music in times of trouble,” he said before delivering a speech on an artist’s approach to managing complexity.

Purpose and passion are vital to building and sustaining a business.  It is virtually impossible to succeed without it.  In times like these, we need workforces that are engaged, excited, and passionate about what they are doing. I wrote Motivate Like a CEO , Communicate Your Strategic Vision and Inspire People to Act! to provide people with practical, simple steps to discovering their passion and communicating it to others.  

Your passion attracts like-minded people who enjoy throwing themselves into a project - surveys show that employees long to be connected to a powerful purpose — something greater than themselves.  Work is where we discover our talents and passions.  Leaders who are in touch with their own purpose and passion connect others, who can then do great things.  Passion and energy are needed now to ignite the creativity and resourcefulness that will allow us to overcome the business challenges we face.

As a leader, you have to feel the passion - and then learn to communicate it to others in a powerful way.  When you think about it, this is really the highest definition of leadership.  If you believe your organization has lost its passion, I’d like to share an analytical tool from Chapter 7 of the book: Create Momentum and Keep it Going.  This tool is a 5-point Questionnaire that will ignite a conversation among your leadership team, and your larger organization, and help you to rediscover why you do what you do. 

The power of this tool is in part, to help you articulate the story of your organization.  Through storytelling we discover why we do what we do, and why it matters; we also discover how we’ve overcome obstacles in the past; and what makes us truly successful.  Once you find these stories you use them to help others connect with mission and purpose.   The tool also helps asks you to examine what’s caused you to lose a connection to purpose.  These are essential  questions right now, while we are rebuilding our organizations, and our economy.

If you would like a complimentary copy of the Story of Your Organization Questionnaire, which is from my new book, Motivate Like a CEO, please contact Shellie Dunlap: sdunlap@bates-communications.com

Click here to listen to a brief interview with Benjamin Zander by Evan Davis of the BBC.  When you get to the page, scroll down to number 0824.

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I’m not big on New Year’s resolutions but I do believe in taking an inventory of where you are professionally, financially and emotionally each year.  It’s invigorating to take a little time — and get a fresh perspective. 

In the current business environment, one of the most important and positive things you can do for yourself is to honestly assess how you feel about your work — your level of purpose and passion.  Working with purpose and passion brings joy to our lives.  With a goal and a purpose we have a far more fulfilling career, reaping emotional as well as financial rewards.  

As we navigate the challenges in our business this year, many of us are feeling overworked, depleted, and stressed.  This is natural. There is no easy road to recovery for any business right now.  If your company has been down the road of restructuring, layoffs or cutbacks, you’re undoubtedly spending more time in meetings, dealing with crisis, making tough decisions and managing with with fewer resources.  

In this environment, how can you possibly honor this intention to work with with energy and purpose –so that you wake up every day excited about your work and feeling good about how you’re leading your organization?

In writing my second book, Motivate Like a CEO, one of my primary purposes was to address this challenge - to help leaders work and live with purpose and passion.  We have the best of intentions- to spend time with people - to motivate and inspire them - but the day to day grind may keep us from fulfilling those plans.  That’s why it is important to take a step back, and assess what it is that makes your own work meaningful to you.  Motivating others requires you to be clear about your own purpose and passion. 

How are you feeling today?  Have you been as successful as you would like to be during the current crisis, in motivating and inspiring your team? 

Here are three questions that will help you explore your purpose and passion.

1. What activities do I enjoy most in my work and why?

2. What projects when completed, give me the greatest satisfaction and why?

3. What purpose have those activities and projects filled?

If you would like me to send you the full series of questions on discovering your motivation, taken directly from the new book (just published January 9th!) Motivate Like a CEO, Communicate Your Strategic Vision and Inspire People to Act! (McGraw Hill) please contact Shellie Dunlap: sdunlap@bates-communications.com or call us at 781 235-8239.  Ask for the Personal Mission Questionnaire. 

To purchase a copy of the  book, go to our online store or visit the Motivate Like a CEO page on amazon.com

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