It is important to build rapport with your staff and any subject in the conversation will kick start the day
Some of the dialogue to start with:
• Do you understand where the company is going?
• Do you see how you fit in?
• Do you care enough to take action?
• How loyal are you to your projects and your team?
• What are the aspects of your work that you like most?
• What would you like to learn?
• What are your aspirations?
• Which of your talents gives you the greatest satisfaction?
Create work opportunities
What’s interesting in a job? Individual expectations naturally vary, some surveys reported on several common factors for job satisfaction:
• Task variations
• Workplace human relationships
• Fair treatment and procedures
• A equality between how much effort staff put it and the rewards they receive
• There must be certain level of autonomy and control for employees to work within their capability and independently. They want meaningful work that makes use of their talents and interests, and that offers good compensation — not just financial rewards, but also importantly recognition, authority, or leadership.
Very important to know their personal goals and make sure that they have the tools to achieve them. Set aside some time in annual reviews to collaborate on goal-setting. What would they like to do more of? Get their feedback and their interest. What would make their jobs more interesting? Every job has elements that are repetitive, but these can be distributed amongst staff with different work tasks and different type of projects that give employees freedom to indulge an interest or acquire another skill that can prove helpful to our rig building design and business.
Create career paths
Company need to develop an extended career plan for staff — even if that plan means the individual must leave the business to achieve a certain professional goal. The reality is that some of your key people will either choose for transfer or depart for a variety of reasons, no matter how much they seem to like their jobs. McKinsey and Microsoft realized this and created online alumni networks to keep in touch with departed colleagues.
No blame culture
Most staff don’t leave their organization but they leave you — i.e. the boss, says entrepreneur and author Jo Owen, author of “The Death of Modern Management.” If you want engagement and commitment from the staff, you must show that you care, delegating more than just the "mundane" tasks that you would not want to involve. A senior manager who is quick to point the blame for mistakes their staff made is highly corrosive and not going to help staff morale. You will be quite surprise to realise some big organization with senior management highly qualified but do not "walk the talk" and they are quick to point the mistakes at their subordinates. Delegating effectively means sharing credit and taking blame. The staff will like you very much if you show that you do not finger point and better off “take the rap” on the staff behalf. Do that, and the staff will all way out to work for you and this is imminently required for success. They’ll do it with you and for you even they need to take some calculated risk at times.
Acknowledge individuals
There are many ways to deserve great respect among your team. If you’re a manager, make sure you make yourself available to people when they need to speak to you. Do not close your door to them, this create a sense of communication barrier. Specific and personal thanks goes a long way. Try moving from “Good job, team” to “Thanks, Tom, for working O/T last night.”
Put staff in the big picture
Every manager thinks about from recruitment onwards. Employees look to team leaders to remind them why their work is important in the big picture, and to create job excitement and what the company is doing. There’s no quick way to achieve this. It’s your job to align business values and goals for employees. Explore ways to make people feel like their work has an impact on the overall business, such as keeping them in the loop on what happens next for a project they’ve completed or acknowledging when their work has generated more businesses or revenue.
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