A few months ago, I was standing in front of a shelf in a supermarket, looking for something. Suddenly, I heard a voice coming from the loudspeaker. At first, I didn't really listen because I thought it was an announcement about some current promotions. But then I caught the following sentence: "To all employees: We are in fierce competition with other suppliers when it comes to organic products. We are currently unable to keep up with our competitors, so it is up to you how you treat our customers. It is not a given that customers will shop with us. You, dear employees, have the power to influence sales. That is why I appeal to you: treat customers kindly. Respond to their wishes. Help customers when they are unsure, stand by their side..."
I stopped listening. At first, I thought there would be an announcement saying that it was all a joke... But nothing came. I couldn't get this experience out of my head for a long time and thought about it a lot.
This example shows that the topic of leadership has still not been established in companies. Time and again, competent and valuable employees leave the company because leader are neither aware leader psychological leader such as job dissatisfaction and professional motivation nor able to deal with them. Consciously designing working conditions, such as the content of the work (meaning), can satisfy employees. Incidentally, job content is an essential, intrinsic motivator. The more closely the employee's expectations and skills match, the higher their satisfaction and motivation.
I repeatedly observe in companies that leader allocate time slots for leadership. In some cases, they spend less than 10% of their time engaging with their employees. Isn't it surprising how little attention is paid to leadership in companies, even though it is now well known that economic success is closely linked to the quality of leadership?
A leader who knows the values and strengths of their employees has much better access to their (intrinsic) motivation. The better leader their employees, the longer a company can be successful in the long term. It's easy to compare it to a car: if you rarely maintain your car and only take it to the garage when it won't start, how long do you think it will last?
How much time do you spend managing your employees and, consequently, your company? Do you have motivated and independent employees who are also willing responsibility take responsibility ? Or do you have to do all the work yourself and constantly struggle with employees who cannot progress without your assistance?
A professional leader 40% of their time leading, encouraging, challenging, and developing their employees. They are the most valuable asset a company has. Only when employees grow can the company grow.
That's why you're not really happy.
Why success and fulfillment have nothing to do with each other.
