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LEADERSHIP DEVELOPMENT
The engagement battle
WORKSHOP
In the fifth of a series of monthly winning (formula) articles by leadership and business growth specialists TWF (Northern), Chris Morrisey discusses the ‘engagement’ battleground in the workplace.
uccess on the business growth journey is achieved when you have high levels of people engagement throughout the organisation. But what do we mean by ‘engagement’? We define engagement as the buy-in and commitment level of employees to the organisation’s plans for growth. Achieving a high level of engagement in any organisation is not easy. There are many factors to consider including understanding what may motivate one employee and not another, how to measure engagement in the workplace and how to maintain it when your organisation continues to succeed and grow.
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We have identified six key factors which impact on the buy-in and commitment from your employees on your business growth journey: Job security with appropriate reward and recognition; knowledge and skills required to carry out the job function; good relationships with other colleagues; direction on where the company is heading in the future; participation in a stimulating work experience, trust, respect and communication at all levels. Address each of the six factors and you will enjoy high levels of engagement. Under performance on any of them will result in difficulties in the workplace.
Throughout the period of the business growth journey, employees are divided into three groups: The engaged (we call them the Cultural Architects); the not engaged; and the actively disengaged (the Cultural Assassins). Cultural Architects will support your
plans for growth, while Cultural Assassins can be obstructive. Everyone else is caught in the crossfire. The numbers in each group will fluctuate throughout the journey. And it is worth noting that revolutions are often started by minorities, which in this context refers not only to Cultural Architects, but also to Cultural Assassins.
On the engagement battleground you will find that Cultural Architects are loyal and psychologically committed to the organisation; are more productive and more likely to stay with the organisation; are less likely to have accidents or steal; believe in the organisation and its potential for growth; are often referred to as ‘advocates’ of the organisation and the journey.
Commonly, it is found that those employees who are not engaged may be productive but are not psychologically connected to the organisation; are more likely to miss workdays (unexplained sickness); are concerned about potential difficulties and how leaders will respond; are unsure of their expected contribution and personal benefits; are more likely to leave the organisation.
The third group on the engagement battleground, Cultural Assassins, are physically present but psychologically
Chris Morrisey
absent; are unhappy with their work situation; insist on sharing their unhappiness with others; have often experienced poor leadership in the past; and are ‘going through the motions’.
Positive or negative responses to the following ten areas will contribute to an engaged, non engaged or actively disengaged individual:
1. Previous experience of business growth journeys 2. Involvement, understanding and knowledge of the development approach 3. Sense of belonging and commitment to the organisation 4. Attitude to their role within the organisation 5. Relationship with their immediate line manager 6. Perception of the ‘leader at the top’ and other leaders 7. Level of influence by other colleagues around them 8. Personal ambition and ambition for the organisation 9. Levels of trust which exists in the organisation
Cultural Architects will support your plans for growth, while Cultural Assassins can be obstructive
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10. Communication style and approach used on the journey
Winning the battle: In the past it was often the sole function of the directors and senior managers of an organisation to lead it towards ‘growth’. Everyone else in the business was asked to follow. However, times have changed. Senior managers are under more pressure than ever to keep ahead of the game. They need help to lead. They need the support of the Cultural Architect.
Organisations in the past might expect positive engagement levels of up to 15 per cent. Nowadays, businesses using the power and influence of the Cultural Architect have achieved much higher levels of engagement. Ratios of 1:4 and 1:3 are quickly achieved (25-30 per cent of the people lead, manage and influence others towards growth).
In organisations with between 50 and 250 workers, engagement levels of up to 75 per cent can be achieved, resulting in spectacular revenue, productivity and profit results. This is achieved as a result of lower levels of staff attrition supported by increases in trust, communication, relationships, loyalty and commitment.
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