Oct 2 Posted 1 year ago
Great article Elizabeth and valuable advice. But what executives and managers need is what exactly they are to do. Having created a few fully engaged workforces, here is the essence of what I had my executives and managers do.
Rather than spending its time trying to control employees with goals, targets, orders, bureaucracy, visions, directives, corporate value statements, mission statements and the like, all of which mainly serve to disengage employees, management listens to whatever employees have to say. Management does this often enough to more than satisfy the employee's need to be heard. Management then responds to what was said in a timely and respectful manner to the satisfaction of the employee or better thus satisfying the employee's need to be respected. Once employees realize this will always be done, they realize that they can influence everything in the workplace. This ability to influence everything begets a sense of ownership - that this is just as much their workplace as it is anyone's. In the same way, a sense of ownership begets commitment. This process will also satisfy the employee's needs to have autonomy, competence, and relatedness and with all needs satisfied, they will choose to become engaged.
I admit that there are a lot of details such as how to listen, how to conduct sessions (both one-on-one and group) to listen to employee complaints, suggestions, and questions, how to respond to what you hear, the values employees have and how they use them, and most importantly how to convert the ~95% of employees who are followers into non-followers. Most of these can be learned by trial and error as I once did. But it may not be possible to learn about followers and non-followers or how to convert followers through making mistakes, but it is easy to do and does has a huge positive effect on productivity, innovation, and creativity.
Hope this helps, Ben
Oct 1 Posted 1 year ago
Much good fundamental engagement leadership advice here. The biggest problem related to sustained employee engagement is fuzzy measurement. Are we testing/surveying against a list of pleasant leadership behaviors or are we testing for engagement intensity of the workgroups so leaders can get better?
The desired outcome we want from leaders is high employee engagement intensity that delivers superior effort, innovation, productivity and quality advantages. Without precision measurement of engagement intensity, the chance of creating great leadership across the organization is zero. We get what we measure.
Most employee surveys nip at bits and pieces of bona fide engagement metrics but most surveys confuse organizations and leaders regarding their priorities, skill development necessities and behavioral changes needed. Result: net loss on total survey cost, distracted leaders and lower ROHC (proof of engagement intensity).
Conversing about and measuring employee engagement does not have to be anecdotal.There are 15 drivers of employee engagement that can be measured via employee surveys so each leader can have their own solid & unique engagement leadership profile in which to focus their improvement efforts. Leadership advice is good but reliable engagement leadership metrics are best.
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