How Well Do You Know the People Who Work for You?

According to a recent CareerBuilder survey, only 35% of employees can name all the C-level leaders in their organization; and one in five say they don’t even know what their CEO looks like. It’s an interesting statistic that is likely affected by a variety of factors, including company size, organizational structure, and even an employee’s role in the business. However, the survey does prompt an important question about the relationship between company leadership and its employees and how it can affect a variety of workplace issues like retention, employee engagement, and productivity – How well do you know the people who work for you?

Your goal shouldn’t necessarily be to become close personal friends with your employees – in fact, that often just complicates workplace relationships even further – but it’s important to take an active interest in their lives and career. No one wants to feel like they are merely a number among the rank and file, so when a leader genuinely takes the initiative to know the people who work for them and the role they play in the overall success of the company – the result is often a more productive and engaged workforce.

But where do you start?
While building a stronger relationship should be the ultimate goal, it can be awkward for both parties involved if the process feels forced. Take it slow and show that you have genuine interest in getting to know your employees on a more personal, yet professional level. But, if you still need a jumping off point, here are five tips to help you start bridging the gap with you workforce.           

Know the basics
First and foremost, you have to know the basic information. What’s their title? What are their major responsibilities? Are they married? Do they have children? What interesting hobbies or activities do they participate in outside of work? Knowing this kind of information about your employees doesn’t just show you are taking an interest in their lives – both work and personal – but it can also help give you a more well-rounded understanding of who they are and what motivates them to perform.

Show you know why their job is important
Disengaged employees stay at a job for what they get, engaged employees stay for what they give. Make it a point to acknowledge individual employees’ contributions to the success of major projects or the company as a whole. It will help dispel any “cog in a machine” mentalities and show your workers that you truly understand their value as a member of the team. When dedicated workers start to feel unappreciated, their commitment to quality and productivity will typically begin to wane.

Ask their opinion
Just as imperative as knowing why your employees’ jobs are important, you also need to trust that they know what they’re doing. Their experience and expertise got them the job, so don’t forget to let them use it. Asking for feedback and opinions at all stages of the planning process is not only a great way to get buy in from your workforce, you may also discover a new approach that hasn’t yet been explored. As a leader, you obviously have the final say in which direction to steer a project or company goals, but it never hurts to tap in to the minds of your talented workforce. 

Know their 5-year plan or career goals
Knowing where an employee currently fits in the company is key, but you also need to know where they fit in the future and be prepared to discuss that vision with them on a regular basis. This is especially true for the younger generations in the workforce, like Millennials for example, who won’t hesitate to move on to a new job opportunity if they feel like their career needs are not being met.

Stay in touch
Getting to know your employees isn’t a task you set on your calendar and check it off the list once it’s completed. It’s an ongoing relationship building process. Remember, you want them to know more about you, just as much as you want to know about them. Without regular interaction to reinforce the bonds, all the trust and dedication you built in the beginning of the working relationship will start to fade away.

General George S. Patton once said, “There’s a great deal of talk about loyalty from the bottom to the top. Loyalty from the top down is even more necessary and is much less prevalent. One of the most frequently noted characteristics of great men who have remained great is loyalty to their subordinates.” As you continue to drive your company or your team to new heights, keep these words in mind and remember to strive to build stronger working relationships with those you lead.