Mike Hohnen
speaker
65 appearances
1 recordings
1 series
first heard Jul 2024
last heard Jul 2024
Mike Hohnen’s voice in public audio — every appearance, attributed to the second.
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Appearances
You're always, this is good. This is going to, this is, it's there every bloody day, day in and day out. You're faced with this.
and so it's not a problem to be solved it's a polarity to be managed understanding when do you do what when do you put your foot down and resist and when do you insist on taking time to do something else or whatever it is but you need to do that and if you do that you will also see how much more successful you end up being because you get a completely different output from the next level below you so they support you but you have to have the guts to actually believe that
The first thing is, I don't ever think in employee satisfaction. Employee satisfaction is not an interesting concept in this context, because I can easily have people who are satisfied with their jobs, but not being particularly engaged. That doesn't help me. So I can provide really nice jobs or decent salaries, work conditions. I can do all of that stuff.
And I can tick off all the little boxes over on the management side and see I'm doing that really well. And I will get employee satisfaction. But I don't get any engagement. And so if we go back to the first thing, the NPS, if we try and analyze, so what is it that drives, what is it that moves the needle in NPS from being reasonably satisfied to being
a key promoter in that sense it's not the product it's not the basic spec because we're already we've already established if you deliver on spec you get a 3.5 so what is it that needs to be added to your delivery your way of doing it in order to move the needle it's an emotional component
It's an emotional component in the sense that there's somebody in that team, that service team, that manages to connect with you in some way that touches you, that makes you feel seen, that makes you valued as a customer, solves the problem for your little dog. Whatever it is that they do, they do something that triggers something in you.
It's a feeling they trigger in you where you feel, oh, that was really sweet. Okay? So what does it take? to move the needle from basic employee satisfaction to engagement. It's exactly the same mechanism. I can get decent, reasonable employee satisfaction if I tick off all the boxes, I deliver on spec, I do what I'm supposed to do.
But if I want to move the needle, I have to make sure that that employee feels an emotional connection with this job and with me. And the tons of research to support this, that relationship that we're talking about is with your immediate boss. We join companies and we leave managers. It's the relationship with your immediate supervisor, which determines 90% of your mental health of the work.
And so it's that relationship and it's a relationship. It's not a to-do list thing. It's a relationship. So you need to start thinking about, so what is it that constitutes a relationship? When does something become a relationship? When do I start thinking, This Matt guy that contacted me, he's actually an interesting and fun guy. Well, he starts taking an interest in me. He asks me questions.
So what do you do, Mike? And tell me a little bit more. And John said you were doing something. And so when we take an interest in somebody else, it becomes the first step in a relationship. Think of anybody that has become a decent relationship. It starts off with a conversation where that other person actually shows an interest in you. We're pretty primitive.
You just need to learn one thing. They need to say to themselves every time they go into a meeting or a group or whatever it is they're going. Connection before content. That's the mantra. Connection before content. Don't barge into a meeting and say, this is what we need to do and this is how we're going to do it. No, no, no, no, no, no.
Whether it's with a group or whether it's one-to-one or whatever it is, take the time to connect. I see managers who get it and I see managers who don't get it. And the managers that get it, they follow this base. I don't know if you've come across it, but there's something called the Team High Performance Model, which is a lovely Drexler-Sibit model. It's a lovely model of it.
Which basically states that, you know, you start off with why, who, what, and then you get to how. And then you start building the action plan and all the rest of it. But the foundational piece that needs to be put into place in all these situations is the why, the who, and the what. When we do something, when we, engagement, when we do something, we want to understand why we're doing it.
It's a key driver. I mean, even Nietzsche talked about this. You can resist, you know, whatever was it he said, you can bear any pain as long as you know why. And so taking the time to make that clear, what is the purpose of whatever it is we're trying to do? And then... What I think is completely neglected the whole way around is this concept of social contracting.
So whenever we get together with other people, we need to, as managers, we need to scan this room and say, these people here in the room today, do they know each other already? Okay, well, then that's one thing. No, there's Joe over here. He's actually new to the crowd. Okay, that means it's going to take us 10 minutes later, but we now need to make sure we bring Joe into this conversation and
bringing up today introducing so we spend some time massaging that and if i sometimes i've been working with a top management team for a hotel and we're planning an opening whether they come together as a new group and then i can spend a whole weekend
on that because i get them to do what i call life maps i get them to share where they're coming from what they're doing and what their experiences and all of that and once i've got that in place then the rest of the work just goes it just flies because there's no resistance no guardedness no all of that's gone there's a sense of camaraderie and trust and an openness
And I think, Johnny, I want to follow up on something that you were asking. So what does one do? And I think the other thing that we don't really understand enough in depth is how important the sense of belonging is to our engagement. Feeling that you are part of the team, feeling that you belong, feeling that you are accepted by the others is such a strong driver in our own engagement.
And it's really interesting. The scientists say that when you scan people's brain and you see what happens to their brain, if they experience physical pain, then one part of the brain lights up. And it's the same part of the brain that lights up when people feel they don't belong. It's bloody painful to not belong. But we take shortcuts like that the whole time and don't ensure that.
We talk about diversity. Visually, it's diverse, but actually, are we encouraging the discussion? For me, this leadership aspect is this thing of trying to keep together what is by nature inclined to separate those and split up and separate those. There's a constant piece of work that needs to be done. And it never stops. You have to do it every day. You have to keep it together.
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