In my last post I shared four things you can do to create a zombie workforce. If you have a tribe of zombies but would rather have a team of zealots, this post is for you. Never fear; it can be done – there are a few things you can do to transform the most listless employees into motivated, engaged employees. But I warn you, patience is required since the transition back to life can take a while.

Part 2: From Zombies to Zealots

 

Promote Emotionally Intelligent People into Leadership

Leadership is all about influencing people. To do that you must first master your own demons and have empathy for other people. With that strong foundation a person is able to motivate him/herself as well as navigate the turbulent waters of others’ emotions and the politics of moving teams. Spotting emotionally intelligent people in your organization isn’t usually difficult. Here are a few signs of such people. They:

• express their feelings – productively,
• recover from let-downs relatively quickly,
• listen intently to others,
• attract people to themselves,
• confront conflict directly,
• find ways to use talents, and.
• are adaptable.

Spotting emotionally intelligent job applicants is more difficult, but it can be done with the aid of well-structured job interviews combined with personality assessments. Though this requires support from a professional, the return on your investment is well worth the up-front cost.

Drive Progress

Nothing motivates a person as much as achieving something worthwhile, and sometimes anything whatsoever can be good enough to make a person’s day!  Sports fans know this:  a big play can ignite a team with a fresh “zealotry” and turn a certain defeat into victory. The keys to progress are:

• a clear goal,
• a clear path for achieving the goal,
• competence, and
• persistence.

Emotionally intelligent leaders know that progress is sometimes a matter of perspective and that persistence can be manufactured. Saying “we are already one-quarter there” encourages whereas saying “we have a long way to go” overwhelms. Strategies for persistence can be taught, and rewarding people for small accomplishments keeps them chugging along. No one can jump over a tall building in a single bound, but most everyone can walk to the top (and back) step by step. The emotionally intelligent leader encourages people to take one step at a time and cheers when they complete each flight of stairs.

Make Work Meaningful

Live people have a relentless desire to matter – to do things that make a difference to others.

Zealots will tell you that they are doing important work – work that helps people, creates value, and contributes to society. But they don’t stop there. Zealots will also tell you how they are using their talents, how they are challenged to solve problems, and how they are learning. Cynics will tell you that you have to hire people like this and that you can’t manufacture them, but they are wrong.

It’s the leader’s responsibility to design jobs that challenge people and to continually communicate the importance of each person’s role. It’s true: many jobs can become mundane over time. Knowing this, some wise leaders at GE introduced manufacturing employees to their customers and showed them the ultimate outcome of their labor. Without realizing the meaning of their work, people easily succumb to the daily trials it entails. They also lose focus, make poor decisions, and their energy seeps out of them. Finally, quality fails to remain important when people do not see the purpose in their work.

Feedback

Feedback has the power to give people much of what they need to thrive. It’s the breakfast of champions. In fact, it has so many essential vitamins that it alone may have the power to transform a zombie into a zealot. The power comes from communicating:

• what actually matters to you,
• how to perform successfully,
• that you care about the person’s success,
• interest and approval, and
• connection.

Silence communicates just the opposite. It’s not necessary for leaders to provide all of the feedback a healthy zealot needs. Instead, the leader’s job is to ensure the zealot gets what he needs. This is done by building feedback loops into the workflow so people get timely feedback on the outcomes of their efforts. These days, surgeons monitor patients’ vital signs as they operate, but that wasn’t always the case. As a result of the timely feedback surgeons get, more patients stick around to express their approval to surgeons for a job well done. That’s a good thing because I am sure surgeons prefer zealous recommendations to raids by vengeful zombies.

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I am continually changing the TV channel to protect my children from images of horrifying zombies. If you share my aversion, perhaps we could work together to grow the population of zealots. It’s not complicated work, but it does take a measure of courage and mindfulness to promote emotionally intelligent leaders, drive progress, make work meaningful, and give people useful feedback. Will you join me in this effort?