How to manage inspired employees?

Inspiring employees are the dream of any company. But is it that easy for management to handle such individuals?

First, it's best to discuss all the nuances with a potential colleague upfront (i.e., during the interview). Share who you consider an inspiring employee - perhaps fearless of overtime or willing to take on additional responsibilities. Because the candidate may plan to work efficiently from 9:00 to 18:00, your views on "working with drive" clearly do not intersect.

Why do large companies encourage employees to bring acquaintances into their teams and even implement referral programs? The main reason is that people with shared values work well together. Therefore, the "spark in the eyes" can sometimes be replaced by such an approach.

And if we are already talking about management approaches for inspiring employees, let's highlight the main ones:

1. Be objective during the interview, and don't be afraid to talk about the company's shortcomings because exaggerated expectations will extinguish enthusiasm in the first few working weeks.
2. Analyze the recruitment processes: hiring an inspired colleague is possible, but retaining them is challenging.
3. Hire people based on values, not just skills. Experience can be gained, and statistics show that forming hard and soft skills takes 1-2 years. However, an optimistic worldview, soft skills that match the team's development level, process complexity, client relationships, and corporate culture can be challenging to change and "instill."
4. Emphasize the rule that people can make mistakes, as inspired individuals can miss certain moments or not know them due to their focus on a particular idea. In "precise" professions such as accounting and taxes, the cost of mistakes can be very high. Therefore, it's essential to provide room for growth and learning and offer guidance and quality control. This is especially true for creative professions, where it's critical to help employees stay energized and maintain their drive.
5. Cultivate openness to ideas and a transparent corporate culture. This is like a stretched-out brainstorming session, where the primary rule is not to criticize to encourage employees to continue showing initiative. The team's values, principles, and approaches to operational activities should be clear, transparent, and consistent for everyone.
6. Develop a system of motivation. Individuals who approach work enthusiastically and demonstrate results deserve recognition to feel their worth. Additionally, this recognition can be more than just monetary.
7. Provide opportunities for growth and development within the company, considering the employee's goals and desires. I conduct a "1-to-1 discussion" at least once a year to discuss the employee's performance over the past year, what they like about the company and how we work, and what they would like to improve.
8. Implement a goal-setting system such as Management by Objectives (MBO). This is a strategic tool for improving company efficiency by synchronizing employee goals with overall company objectives. We will delve into this effective tool in more detail in a separate post.
9. And lastly, but for me, the most important, never to apply micromanagement; always talent management. I perform a SWOT analysis of each team member's soft and hard skills and periodically review them. Everyone should be doing what they do best and what drives them the most. Of course, there is routine work in every role. But suppose a professional has a specific set of talents and skills. In that case, they should be supported and developed as quickly as possible because the most beneficial employee for the company is a motivated employee whose strengths are valued and further supported in their development. And in doing so, they will remain inspired, fulfilled, and committed to a long-term relationship with their employer.