“WE ARE NOT HAPPY”
In Gallup, after coming back from induction in the US, I rolled out my strategy for 80% growth and presented it to the teams in all three offices. People were excited about the fact that there was growth. They started working and delivering growth! There was two-way communication. No town hall speeches, but genuine questions and sincerely offered solutions.
The growth was taking place as per the target.
But there was one problem.
They were passionate but didn’t seem happy. .
I went to my coach and asked, “I tickled their passion for the science of Gallup. They are giving their best but are not happy. This is not sustainable. What should I do to create happiness, excitement and energy?”
By the time two quarters passed, we were experiencing a growth of 30-40%.
My coach asked me a few questions to help me identify where I went wrong.
She was able to point out that I did not define how the growth would benefit them. I missed the point where I was supposed to communicate WHAT’S IN IT FOR THEM.
She said, “you have been able to ignite their passion and they are delivering. If you define the WHAT part, they will work more and perform well, all while being happy.”
“But doesn’t growth automatically imply increments, better opportunities, and promotions?” I asked.
“Maybe for you.” She replied.
So, in the next monthly meeting, I lauded their achievements and communicated how growth would bring possibilities of promotions and increments. This took their energy to the next level, which made us achieve exponential growth in the next two quarters leading to 160% growth in that year.
hashtag#Learning:
While two-way communication is necessary, clearly define how achieving certain goals will impact the team. Back then the youngsters I was working with were all millennials. With Gen Z replacing the millennials, it is becoming increasingly important to clearly define the “WHAT’S IN IT FOR ME?” in addition to the business direction.