Corporate America has experienced an extraordinary change in its relationship with employees. Gone are the days when companies could expect their people to give their best efforts and unqualified loyalty in exchange for the promise of long-term employment. Increased competition, diminished internal resources and the turmoil created by mergers, reorganizations and downsizing have erased the bonds between employer and employee and replaced them on both sides with a new ethos: We will do whatever is in our best interest.

This new mindset has produced new challenges. Managers at every level of the organization are finding that employees demand to be treated as individual personalities who possess unique needs and expectations. Companies are discovering that ignoring those needs and expectations may motivate their best and brightest people to go looking for an organization that will satisfy them.

Indeed, the very concept of what it means to be a manager has changed. The notion of the manager-taskmaster has given way to a new relationship-based role—the manager-leader. Managers who fail to lead their direct reports by developing dynamic relationships with them cannot expect to receive their absolute loyalty and full cooperation. The manager-leader understands that money is not the only motivator for peak performance.

More than ever before, employees have workplace expectations that go beyond the pay and benefits they receive. A sense of accomplishment, a feeling of importance to the organization and recognition for effort and dedication are just a few of the psychological currencies that make up the hidden paycheck that is just as important to employees as their pay and benefits.

Employees want to feel a sense of balance between what they give to their employer and what they get. When employees don’t receive their hidden paycheck, they can become dissatisfied and disillusioned. Consequently, they often choose to balance this perceived inequity by withholding their discretionary effort—the work they can give (if they choose to) above and beyond what’s required.

Managers at every level are the key to unlocking this dormant productivity and putting it to work for the good of the organization. Surveys prove that the number one reason people say they are satisfied with and loyal to their employer is their relationship with their immediate supervisor. The number one reason people leave their job for another company is their relationship with their immediate supervisor. Managers at every level need to be leaders.

Compass Leadership Coaching specializes in leadership coaching, delivering specific leadership development in:

• Boosting Personal Effectiveness

• Communicating with Clarity and Confidence

• Listening Actively and Effectively
• Analyzing and Understanding Behavior Styles
• Identifying and Meeting Employee Expectations
• Setting and Achieving Measurable Goals

Compass Leadership Coaching can produce significant business and economic impact, including:

• A return on investment as high as 10 to 1, with a long-term return that is even higher.
• Retention of top performing staff , which in turn keeps current revenues and customer satisfaction at very high levels.
• Creation of a positive work environment that facilitates managers working more effectively with their direct reports.
• Increased revenues due to more productive workplace relationships that encourage employees to expend more of their discretionary effort in the performance of their duties and in fulfilling the company mission.
• Reduced expenses from employee abuse of sick leave, inactivity and inappropriate allocation of resources.

Compass Leadership Coaching can help you develop your LifeCompass and the leadership skills to use it effectively.


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