Do read Good Will Huntin’ from @fuchsiablue. It’s a terrific post in which Julie explores the loss of good will and the difficulty of trying to find it again. She also describes the importance of it as organisational currency. Good will is an elusive, highly prized thing. In all areas of life it helps us to keep going when times are tough, stay positive and go the extra mile. It’s built in any number of ways, slowly over time or quickly through a grand gesture, a moment of honesty or humility. If I think of the good will I have held for people, organisations, companies and services it’s been built from a patchwork of gestures, actions and conversations that leave you feeling warm not bitter, cared for not discounted, connected not remote. It can be lost quickly through a harsh word or a bad experience, or it can creep up slowly through a number of small disappointments which chip away at your good will. I can think of companies that won my good will quickly and squandered it lightly and customer service teams who’ve turned me around with a tone, a phrase or a simple smile.
So it must be possible as Julie says to go ‘good will huntin’ so here are some top of head thoughts about how we can do that in an organisational setting –
- Understand where and why it was lost and learn for the future, but try to avoid dwelling on the loss, it’s painful yes but we can’t wind the clock back. Like any currency that’s dropped good will needs to be rebuilt and bolstered.
- Listen to all positive and negative feedback from staff. Get out and about, talk to people, ask them what they’re feeling, acknowledge the challenges.
- Find out if the standards/evaluation criteria you’re using to judge goodwill and engagement are the same criteria your staff use – if not, what’s causing that gap?
- List 10 things you’d love to discover about your organisation if you were a new employee (even if they’re not a reality now).
- Put yourself in their shoes and play “devil’s advocate” list the 10 least satisfying things about your organisation from an employee point of view.
- Look for common threads which point you to the need for a new approach or a change in processes, behaviour etc. from the senior team
- Don’t be afraid to be open, honest and radical if change is needed
- Find ways to ask your staff regularly whether you’re meeting their expectations and what you can do to improve your performance as an individual and as a leader, weave this into everyday conversations, don’t turn it into another employee survey. Ask the question openly and listen.
- Solicit suggestions on ways you could work collaboratively to add value to the experience of working in your organisation… What about a hackathon? Or reverse mentoring? Or an employee forum? Listen to suggestions and find ways to act on them.
- Review your people-related policies and procedures from your employees point of view – get rid of the ones which add nothing – chuck out the chintz as @HRGem would say.
- Identify one thing you’ve always thought was “impossible” to do but, if you could do it, would completely transform your organisation in the eyes of your staff. Find a way to do it.
I’m sure this is just scratching the surface but thanks Julie for putting a new spin on this topic. I think it’s more fundamental and basic than some of the employee engagement, motivation narratives would have you believe and can be intensely personal and contextual which makes it tricky to find a simple solution for.
I’d love to hear your thoughts on it, I’m sure we all have examples to share and learn from.
If you have to go good will hunting then the hunt is probably just the start of a long road ahead but with a positive mindset, dialogue and persistence the journey could transform things beyond all imagining…