Every organization is interested in maximizing the productivity and effectiveness of its workforce. True, systems and processes must be in place to support employees’ efforts. However, the most important leverage is found in the conversations between the leader and staff. These conversations should center on a response to the following challenge: “What will it take for my employees to say at the end of the day: I did my best work.” It is impossible to tap into the energy and enthusiasm of each employee unless the leader understands how each employee will answer the question. Yet, all too often these conversations are superficial. The real issues that drive employee engagement and job satisfaction are never discussed. Here are three strategies to help generate valuable feedback that leaders can use to create a work environment that fully utilizes the skills and talents of its workforce. While many of you may be using these strategies individually, combining them to drive a focused plan for your employees will give you an undeniable advantage.

1) Identify the source of motivation. Motivation is a uniquely individual circumstance. The leader’s role is to help each individual find the motivation triggers that will ensure they achieve their personal best. There must be a connection for the individual that causes them to want to increase their level of commitment to the task, team, and organization. It is the discovery of the each individual’s internal source of motivation that is critical for the leader to be able to create the environment that will provide the right opportunities to maximize that motivation. Here are a few questions that can start the process:

-What are two elements of a job necessary for you to be motivated?
-What is the biggest de-motivator for you?
--Today you left work thinking to yourself, “I made a difference today.” What occurred
to make you feel that way?


2) Understanding Strengths and Opportunities for Development. Successful leaders are obsessive about discovering the strengths and opportunities for development of those they lead. They know that personal mastery and greatness come from a deep understanding of self. They focus on maximizing the strengths of individuals and developing them in areas not quiet up to par. A true assessment of strengths and opportunities requires in-depth conversations that are open and honest and the based on a mutual commitment of personal development. Use the following questions to gain new insights:

-What do you consider your greatest strengths?
-What are the areas you feel aren’t your strengths?
-When your peers give you feedback about what they have observed about you, what do they say you do best and what do they say you could do better?


3) Aspirational conversations. Everyone has dreams for the future. The ability to see ourselves and others in a different or improved state at some point in the future is a human characteristic that separates us from the animal world. Yet, we find very few leaders that attend to the aspirational needs of those they serve and lead. Everyday those you work with need to you to see them not only as they are, but as they believe they can and will be. You might see the intern or student, but he sees himself as a future accountant. You might see a mail room worker, but she sees herself as a vice president one day. You see the employee who struggles with follow through, yet he sees himself as someone who one day will be able to meet your high expectations. It is only through knowledge of a person’s aspirations that the leader can support and cultivate the personal greatness that lies within each of us. Try these questions:

- What are two of your skill areas you would like to further develop?
- What is a new skill or talent you would like to pursue this year?
- If I had a magic wand and could grant you success in any career of your choosing, what would you choose?

Taking the time to have these conversations with your employees speak volumes about your leadership to those you lead. It tells them that not only are you interested in what they’re doing for you, but that you are committed to helping them move forward personally and professionally. By learning what motivates employees, where their strengths and opportunities are as well as their aspirations, you have established a solid foundation to maximize each individual’s contributions to the organization.