Tag: Positive Action

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.

It’s The Waiting That Kills You

Like a lot of folk I meet plenty of interesting people, talk and share ideas, make proposals, follow up enquiries. It’s part of what is commonly referred to as looking for work, or looking for purpose, or maybe even looking to learn. I then spend time following these things up, Sometimes a conclusion is reached, and often, at some point the dialogue just fizzles out. Calls aren’t returned, emails aren’t responded to.

I’m not talking here about speculative approaches – ones where I think I might have spotted an opportunity and take a punt. On the rare occasion I take that kind of approach – I do so with no expectation of response. No – what I’m talking about is situations where I’ve been asked to submit something to someone else for consideration, feedback, follow up conversations and so on. I’m not the only one who experiences this – am I? Does this happen to you too?

People’s plans change all the time, mine included. I understand that, and when my plans change, I let people know. It would be rude not to, wouldn’t it? Putting the simple lack of courtesy to one side, this course of action burns energy and wastes the time of the person following up. I read a very interesting piece by Alexandra Samuel on the Harvard Business Review where she talks about new opportunities which come our way and the need to think carefully about which to engage with, and which to say no to. Alexandra’s advice is quite simple, we need to learn to say no, politely and effectively.

What really hit me as I read the post, is that not saying no burdens the recipient of the proposal or enquiry too. Perhaps not as much as the person doing the following up, but the recipient still has to read the approach, ignore the approach, think about not returning that call. This stuff takes time and effort and consumes energy. We can all do without this so I think it’s time to get over the anxiety of delivering so called bad news, and as Alexandra Samuel recommends, just learn to say no. Politely and effectively.

I wrote this post in 2010. At the time I called it ‘Yes or no, but not nothing’. I’ve updated and retitled it now, in January 2016. Six years since writing this remains one of the biggest challenges I face. With help – I’ve got better at parking these stalled conversations, and even so – I’d much rather they were dealt with, rather than left to hang around on the edges of my mind, like unwelcome guests at a party. If this is something you experience and you have a useful way of dealing with it – I’d love to hear from you please.

I can live with the no far easier than the silence. A no, or even a not now, helps me plan, so let’s make 2010/2011/2012/2013/2014/2015/2016 the year of saying yes, or no, but not nothing. Thank you.

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.