Nefarious Not Withstanding

I’m a relatively new employee at Globoforce. I qualify my statement with “relatively” because though I’ve been here for only a month, my colleagues joke that I’m almost a veteran given the number of new hires that have since joined.

I knew Globoforce was a growing company when I joined. In fact, “growing company” was a check on the pro side of my prospective employer grid. Growth not only meant greater job security, but also an energized workforce – an important attribute in my corporate culture assessment.

My boss, Thad.

But perhaps most important in my pre-job assessment was my boss, Thad. In fact, as I met with members of his team, their unanimous view belied the villainous nature that his profile picture suggests. Here’s what I heard about my prospective boss from his team:

“You’ll not work for a better person.”
“He’s the first one to give credit and the last one to take it.”
“He values your work.”
“He cares about you so you want to work hard for him.”

Based on research I’d done in the past on corporate culture, I knew what I wanted in a boss. Did the boss engender loyalty? Check.  Did he or she encourage autonomy?  Check. Did he or she value his or her team? Check. Did he or she build relationships of mutual respect and shared values? Check. Did I take the job? Check.

Globoforce is a company that provides employee recognition and engagement software. As such, we in the content team spend a lot of time delving into market research on engagement and recognition. As part of that research, I recently interviewed Scott Carbonara, a “Leadership Therapist” and an expert on engagement. He spoke to me about what made an effective manager, based on his recent book Manager’s Guide to Employee Engagement.

In explaining how managers can best engage employees, he states:  “…the real work (engaging employees) requires cultivating the environment, supplying regular feedback and praise, and providing customized employee recognition based on what the employee values and not just what’s ‘in the shed.’ …The very best managers know how to develop a team of perennial performers that propagate new growth across the entire organization.”

One month into the job, aforementioned nefarious profile pic not withstanding? Check.

Me a perennial performer? Well, it’s only been a month. Let’s hope.

Read more about “Rules of Engagement for Managers” with Scott Carbonara.

 


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