Most employers I talk to agree that their employees are their greatest asset yet they don't know if they're happy in their jobs. Even if they figure out their employees are not happy, they don't have the time or focus to give them the proper attention. While managers and executives are so tied up in projects, programs and finding and developing new business, their greatest assets - their employees - are losing productivity, unhappy and looking for other jobs while collecting the company's hard earned revenue. This is not necessarily the employee's fault, because in most cases, their managers are not giving them the simple respect and attention they deserve.

One of the greatest employee motivators is achieved through positive relationships. The costs are nothing except time and a humble attitude, can provide the greatest improvement in productivity, quality and employee retention. That motivator is simple and honest communications with your employees. This type of communication will get them coming to work happier and looking forward to providing value to your organization.

It doesn't matter whether we're talking about the lowest paid employees, middle managers or even the highest paid executives - everyone wants to know that you sincerely care about them by proactively giving praise and constructive criticism alike. If you tell them what they're doing right and wrong in an uplifting way, they will appreciate the information and use it towards continuous improvements. You don't necessarily have to be good friends to have their respect and a positive relationship.

Communications are also extremely critical. How will your people know if they're not meeting or exceeding your expectations if you don't tell them? Most people want to be great employees and continue to learn. You can save valuable time, anguish and lots of unnecessary costs by teaching your supervisors, managers and executives how to be sincere and honest communicators. Most managers want to fulfill that role, but are so wrapped up in other areas, meetings and projects that they forget, or put on the backburner, the conscious effort to make the time to be proactive with their teams. This must be a philosophy led by the head of the organization, preached on a regular basis and monitored with feedback.

If you develop all of your staff to communicate with honesty and sincerity towards building real relationships and continuous improvement, your business will be saving time and money, realizing significant profits both financial and personal.