Too often, companies treat their staff like gears in a machine—costs to be minimised rather than valuable assets to be invested in. This mindset not only hinders organisational growth but also impacts morale and productivity. So, what does it take to build happy teams within a technical organisation?
Recognising the Red Flags
Companies that view their employees merely as expenses to minimise are not difficult to spot. They seek to pay the minimum in salaries and benefits, neglect to invest in training, expect unpaid overtime, and frequently deny leave applications. Work-life balance is a foreign word, and pay rises are inconsistent with performance, turning each salary negotiation into a battle.
This approach stems from the belief that employees are replaceable parts of a larger machine. Once a part becomes too expensive to maintain, it’s replaced. Exceeding expectations isn’t rewarded; it’s simply seen as added value without additional cost – a well performing part. The primary concern is that the cost to deliver the ‘expected’ value doesn’t increase, regardless of whether that value is surpassed.
Unsurprisingly, such practices don’t foster a happy or motivated workforce. When employees feel undervalued and replaceable, their engagement plummets. Many managers perpetuate this cycle, believing they’re being fiscally responsible by minimising costs. However, they’re inadvertently cultivating a culture of dissatisfaction and high turnover, which ultimately harms the organisation’s bottom line.
My Journey to Building Happy Teams
In my early days as a new manager, I fell into the same trap. Working in an organisation that idolised cost-cutting above all else (this was the era of Jack Welch and GE), I believed that minimising expenses was the hallmark of effective management. I treated staff as costs to be controlled, not realising the negative impact this had on team morale and performance.
However, it didn’t take long for me to recognise that this approach was flawed, especially in technical service delivery. Technical teams are composed of individuals with unique skills and a passion for solving complex problems. These qualities aren’t easily replaced, and when properly supported, they become the backbone of a successful service team.
I began to shift my perspective and focus on building happy teams. This involved several key changes that transformed not only my management style but also the performance and satisfaction of my team members.
Treating Employees as Valued Individuals
I started by ensuring that employees were paid fairly. This meant offering competitive base salaries and increasing pay in line with their development, performance, and value to the company. Implementing a transparent pay structure helped build trust and eliminated fears of pay imbalances. Everyone knew where they stood and what was required to progress.
I restructured incentives to be clear and achievable. Instead of arbitrary bonuses, I introduced two tiers with quantifiable goals. The first half of the bonus was tied to meeting the expected standards of their role—doing their job well. The second half was linked to stretch goals tailored to each employee’s development targets. This encouraged personal growth and gave them something meaningful to strive for. Importantly, these goals were within their control, avoiding frustration over unattainable targets.
Work-life balance became a priority. I encouraged reasonable working hours and respected personal time. Recognising that service support roles can be particularly stressful, I granted additional days off without deducting from their leave balances after intense work periods. Personal days were encouraged, not denied, acknowledging that employees have lives outside of work. If unused leave accumulated due to work commitments, we allowed it to roll over or be paid out, rather than forfeiting it (required by law in some countries, but not all – and I ensured it was available even when not required by law).
Trust was another crucial element. I shifted away from micromanagement and placed confidence in my team’s ability to meet their commitments. I treated them as responsible professionals, capable of managing their time and workload without constant oversight. This not only increased their job satisfaction but also fostered a sense of ownership and accountability.
Investing in Training and Development
I recognised that investing in my team’s growth was essential. This wasn’t about sending them to generic courses or networking events but addressing their specific developmental needs. For instance, if we had electronics superstars who could benefit from mechanical skills, I ensured they received the appropriate training. New managers were provided with education on finance and legal matters to prepare them for their roles.
Administrative staff were given opportunities to build new competencies as technology evolved. This approach kept everyone’s skills current and relevant, benefiting both the employees and the company. I adopted the philosophy that if I could make my staff more attractive to other employers each year, I was on the right track. While some might fear that this makes employees more likely to leave, I found the opposite to be true. When people feel they are growing and valued, they are more likely to stay.
Providing clear career development roadmaps was also important. I worked with each team member to outline their goals and provided the support and opportunities needed to achieve them. This not only motivated them but also aligned their personal aspirations with the company’s objectives.
Fostering Equality and Shared Learning
Treating all staff equally was fundamental. Everyone makes mistakes and achieves successes. I made it a point to share both failures and wins openly with the team. This wasn’t about naming and shaming or favouring individuals but about creating learning opportunities. When someone stumbled, we discussed what happened and how to improve as a team. When someone excelled, we examined what worked well and how others might apply those insights.
We held weekly sessions where team members could share experiences and learn from one another. These meetings were focused on growth, not just reporting. It fostered a culture where knowledge was shared freely, and everyone felt they had a voice.
I avoided impersonal communication methods like newsletters or suggestion boxes. Instead, I engaged directly with my team. This personal approach reinforced the idea that they were valued individuals, not just cogs in a machine. Even company events, often something to be endured, become something to look forward to, especially for regional positioned staff.
Similarly, I steered clear of “Employee of the Month” programs, which often create competition rather than collaboration. Instead, recognition was given in a way that celebrated contributions to the team as a whole. Successes were shared victories, and everyone felt part of the collective achievement.
The Results
The transformation was significant. My staff consistently reported high levels of satisfaction in employee surveys. They expressed how important their work and colleagues were to them and how management positively impacted their careers and lives. The team became more cohesive, productivity improved, and turnover decreased.
Perhaps most telling was the atmosphere within the team. There was a palpable sense of enthusiasm and commitment. People were excited to come to work, tackle challenges, and contribute to the team’s success. This positive environment not only benefited the employees but also led to better outcomes for the company.
Building happy teams isn’t complicated; it starts with seeing employees as valued individuals who choose to work with you. By treating staff fairly, investing in their development, and fostering a culture of equality and shared learning, companies can create an environment where happiness and high performance go hand in hand.
Happy staff shouldn’t be the exception—they should be the norm. It’s time to shift from viewing employees as costs to recognising them as the invaluable assets they truly are. When companies invest in their people, everyone benefits—the employees, the organisation, and ultimately, the customers.
In my experience, when you prioritise the well-being and growth of your team, you not only build happier teams but also drive better business results. It’s a win-win situation that’s well worth the investment.
If you would like to discuss how to improve your team dynamics, Creekline Consulting can help.