Engagement – Page 20 – The Consulting Artist

What is your top tip for improving employee engagement in 2010?

I’ve been asking this question a lot lately. Why?

Well I’m seeing lots of research indicating that people are drifting from the fixed grin of relief at being glad to keep their jobs, to a position of wanting to feel more engaged with their work.

Organisations therefore face challenges in engaging and trusting a workforce which is motivated and willing to deliver the service needed to help create and sustain a profitable and purposeful business model.

This feels like a time of great opportunity for people and organisations who can create a sense of trust and autonomy in the workplace. I’m interested to know how you would help to achieve that?

Been receiving some very interesting and useful replies fro across the globe. Here are a few, many thanks to all the contributors and there will be more to follow soon:

Neeraj Sharma wrote:

I suggest employees be given a week or two to work on whatever they wish to work on – and document what they did, what was achieved and how much they enjoyed doing it as compared to their regular responsibilities. The salesperson may design a logo, the accountant may decide to deal with customers etc. It will shake things up, they will feel refreshed as well as challenged, and develop a new perspective and an appreciation for what others do. Some may find their calling.

Ulco Landheer wrote:

I’d have as many employees as possible rotate through an organization (or department or business unit) a few (1-2) hours per month to somewhat random positions. For example, during a meeting of one team, you’d have their work done by random selected people from other teams. That way you’d make sure that the right hand actually knows what the left hand is doing. It’s something I found out to increase the respect between different bloodgroups and the understanding between employees.

Phil Johnson wrote:

Gallup has identified a link between the amount of authentic leadership (leading without a title) within a company and it’s level of employee
engagement. Employees have been shown to increase their level of “discretionary energy” and engagement if they are inspired by the actions of others around them.

Kevin Hardern wrote:

In my experience with large and smaller organisations, the steps are very similar:

– define an end vision and organisational structure to support it which clearly demonstrate value to the workforce and its clients;

– engage some people in the workforce to help define the steps on the way to achieve that end goal, ‘transition states’ which themselves deliver vale along the way

– resource the implementation plan sufficiently but not excessively

External help may be needed to deliver, but the focus should remain equally balance between the tasks and the people, communicating with them regularly and honestly, even when problems occur. People are not stupid and if they are trusted, see value in what is being attempted they will help achieve the change rather than push against it.
The difference between having the people on side and helping achieve a goal is the single most significant factor in achieving successful change in my experience. Most organisations fail because they focus on the tasks in hand and do not tap into this massive resource which is available and if asked, willing.

Using Commitment and Ownership to Enhance Engagement

One of the many links I followed on Twitter today took me to a very interesting piece by Terrence Seamon. The article is called “Engagement: A New Lens on Performance Review”. What I like about it is a) it’s a short and simple read and b) it ties engagement, productivity and performance together neatly. Here’s a brief extract and you can click here for the article on Terrence’s blog. Good work.

If a business leader hears about employee engagement and sees the potential in it to raise his organization’s productivity and profitability, how would he link it to his annual performance management process?

Commitment – Essentially, employee engagement comes down to commitment: How committed is the employee to the organization? Let’s cut to the quick on this and say: Employee commitment is directly related to the degree of commitment they feel from the organization. So, if you want high performance from employees, demonstrate your commitment to them. This can take a variety of forms. In the context of performance review, one thing you can do is “turn the tables” and ask the employee for feedback. Ask: How are we doing? What can we do to provide you with better support this year? What are your goals that we can help you with?

Ownership – Some employees are already highly engaged. If you could “pop the lid” on their psyches and peer inside, what would you see? One of the things you’d notice is that they have the attitude of an owner. They take ownership of the things they do. They don’t need much supervision. And they don’t need your feedback either in most cases. In fact, they are their own toughest critics most of the time.

A Year of Change

Every year I’m fortunate to experience lots of change. I enjoy it. The mix of excitement, uncertainty, and the helpfulness of so many people I’m fortunate to know make for a thrilling journey.

2009 has been exceptional. My forays into the world of social media exploded as the Stop Doing Dumb Things to Customers blogging experiment went from strength to strength. Thousands of people tuned in and many have contributed and co-created too. This inspired me to try and improve the mix of employee, customer and social engagement offered through the blog, and through LinkedIn and through facebook, and beyond. I found real enjoyment in writing and it helped make some fantastic new connections, of which more in a minute.

In the summer of this year, I resigned from a successful and enjoyable 12.5 year career working for BT which encompassed sales, sustainability, change management and employee engagement. I’ve started a new business (well someone had to). It’s called What Goes Around Limited. I hope it will bring the very best of what I’ve learned and am learning about engagement, sustainability, leadership, trust and autonomy in pursuit of great service to an even wider audience. In the few short months that What Goes Around has been in existence, we’ve enjoyed some success, uncovered lots of opportunities and made plenty of mistakes. Sorry, I mean learned lots of valuable lessons.

Something I learned a few years ago (I think it happened when I became a father) which I want to amplify today is the power of sharing. My experience of large organisations has taught me that sharing is often spoken about, and rarely practiced. The old maxim knowledge is power only feels right to me when the knowledge is shared to create power with others. Yet too often knowledge is selfishly held close in the belief that it can create power over others, where its value is truly limited, and sometimes even dangerous. In the belief that we can co-create more real power and movement in 2010, I want to share just a few of the many people and things which have inspired me in this exceptional year of change.

Have a great Christmas, and an exciting New Year.

Doug Shaw
07736 518066
What Goes Around Limited
Registered in England. Company number 06997727

Inspiring people, places and things

Jonathan Wilson. Jonathan is one of the most fascinating people I know. Though I’ve known him for some years, I include him on this list because the new ideas and opportunities he introduces me to make it feel like I’m often meeting him for the first time. This year he showed me a great way to measure communication and performance within a team, and improve it.

Is Bad Behaviour Killing Big Business. My friend Katherine Wiid encouraged me to start what is now a growing network on LinkedIn full of interesting people sharing, learning and having some fun discussing stuff about behaviour. Click here and if you like what you see, please feel free to join in.

David Zinger. Katherine then introduced me to David Zinger’s employee engagement network. A growing, thriving network of people with a sincere interest in this exciting subject. David also runs davidzinger.com an interesting and useful site full of insight, cartoons, poetry, plans and the Zinger employee engagement model.

Life Without Pants. Through David Zinger’s network I met Shereen Qutob-Cabral. Shereen is an enthusiast and a motivator. She showed me the way to Life Without Pants and its owner Matt Cheuvront. Matt writes and collaborates wonderfully. Amongst the wonderful things you can find at Life Without Pants is a great read called the Inconvenience of Change. 38 bloggers coming together each with their own story and perspective on how to inspire change.

What Matters Now. After enjoying the great work on Life Without Pants, I went seeking more. I found What Matters Now, which is the work of more than 60 people with big ideas and something to say. It will inspire you to make some changes in 2010, and to keep doing work that matters. Please download it and share it with your colleagues.

Other folk who’ve given me a hand in 2009 include Chris Plush, Tony Mason, Walter Hicks, Gary Smailes, Pete Massey, Dan Pink, Kate Davies, Ross Clephane, Lyndon Wright, David MacLeod, David Shanks (who gave me the name What Goes Around Limited), Dave and Maggie Wheeler, Huw Williams, Joseph Bridgstock, Tamar Collis, Charlie Duff, my dad Paul and my darling wife Carole and lovely daughter Keira Joe. For every experience I recall there are more I can’t right now so my apologies if I’ve forgotten to acknowledge your help and co-creation this time, I hope to do better in the future.