There Are No Quick Exits For Fast Lane Drivers!

<p><em>High performing companies are backed by passionate teams and it does not happen by chance, says<strong> Dr. Yasho V. Verma</strong></em><br><br>Which came first - Profitable companies or great companies to work at? This isn't a chicken and egg question but surely one that must not be ignored.<br><br>Today is a age of fast learners and fast growing companies racing agaisnt time to turn into profitable ventures. Profit motive is a good thing but as the old saying goes, 'As you sow, so shall you reap' seems a suitable fit to describe how companies must look into employee engagement models to ensure they are nurturing winning teams while also not losing the commercial focus.<br><br>It is a well established fact that highly engaged employees' quotient is directly proportinal to their greater commitment levels. More the employees are bound with a company behaviourally and intellectualy, they tend to contribute significanlty well in terms of knowledge, skills and capabilites resulting in an overall healthy and conducive work culture for all. They do not feel fatigued as work is no work for them, they relate to companies' philosophy, mission and vision and find a real connection and pride of their association with the company. They are easily identified as the passionate lot, a quality not easy to ignore soon after hiring.<br><br>What keeps the employee engaged is the quality of work and satisfaction derived in terms of cognitive value and aspirational growth. His individual goals of personal growth get intuitively linked to that of organisation at large. The responisbilty of managers and top manegment becomes significant and influencing to help enrich the employees experience and continue to do so for all times to come. Rewards and recognition do boost the morale once in a while, but what makes them going is the camaraderie they share with one and all. It is becoming increasingly important for leaders and managers to hold a non-judgemental view about how an individual approaches a task, the end result must be explained and expected without breathing too much on the brave necks.<br><br>Some significant influencing factors that may help create amiable work environments and happy employees contributing to company's profitabilty include:</p><ul><li>Leadership Style: Is it entreprenerial or bossy, the latter is obsolete. One may opt or create their own and usually it is a discreet mix of many styles.</li><li>Transparency - Usually top down, it is the measure or degree intent to share and communicate.</li><li>Organisational structure - Flat or layered, the modern way is moving towards larger span of control and more collaborative in nature.</li><li>Systems and procedures - Turning more SOP driven and non bureacratic.</li><li>Autonomy - Delegation is turning defunct, trust plays a key role as accountability is given weightage and end results matter to all parties concerned. &nbsp;</li><li>Reward and Recognition - No longer a tool or means to reach objective, it is a mechanism to differentiate outstanding achievers, manifestation of self actualisation as per maslow's theory, though the theory may apparently seem archival to some.</li><li>Environment- Cultural fabric, woven with a common intent to work hard, built with mutual trust and team work of those who are largely risk bearers, consider experience and learning as supreme, prefer a non - political, no blame game calm and peaceful work background.</li></ul><p>So while companies may run like formula one cars, it is advisable they wear their helmets, tighten their seat belts and do not forget to enjoy the ride, navigation well must be the resolve.<br><br><em>The author is a management thinker &amp; philosopher, advisor to Videocon and a member on board of Dena Bank</em></p>