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Communicate the direction. It’s hard for people to reach a destination if they don’t know what it is. Whether you call it mission, purpose, or something else, employees need to have a solid understanding of the organization’s why, the team’s why, and their why. Leaders who promote engagement regularly connect day-to-day tasks and expectations with the bigger picture. Work on creating clear lines of sight. For instance, “Debbie, we’re here to service members. Everything we do should help our members get the most from our conferences. As the registra- tion clerk, it’s important for you to accurately register members and send their confirmation documents within two days of receiving a request. Our goal is timeliness and accuracy.”


Delegate responsibility and authority. Once people know the direction, good leaders give them responsibility and the tools they need to ex- ecute the plan. Will everything be done exactly as the leader would do it if he or she were to take on the task? Doubtful. However, great leaders know when to step in and when to stand back and let others own their work. “John, your job is to manage customer returns. While I have guidelines for you to follow, you can decide and then let me know how you will organize your work.”


Recognize good work and the importance of others.


No matter their role or level in an organization, people like to be appreciated and recognized. Whether someone is a vice president or a temporary worker, leaders who engage their teams communicate the idea that everyone has an impor- tant role. Take the time to articulate how others contribute. “Eric, you are the face of the office. When people visit us, you are the person who sets the tone. Thank you for taking pride in the appearance of the reception area and screening visitors in a friendly way that doesn’t feel like an interrogation. You’re nailing it.”


Support stumbles.


Slips, trips, and falls will happen when people solve problems, and leaders who engage their teams to the full capacity have the good sense to support the stumbles employees will inevitably encounter. In other words, it’s about having the maturity to get beyond blame and focus on what to do differently in the future. Do you assume the best? Do you steer clear of throwing others under the bus? Do you treat errors as learning opportunities? If not, you’ve got some room to improve. “Eric, the event did not go as you had hoped, and now is the time to learn from the experience. In hindsight, what could have been done differently?”


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Instill a sense of calm and certainty. Without a clear course, employees spend a lot of time worrying and focusing on what-ifs that may never happen. But


with a sense of certainty, people’s shock absorb- ers function at maximum capacity. A leader with a plan reduces fear, uncertainty, and stress. The plan can be short term and it can change, as long as it’s there and communicated. Do you do all you should do to keep people in the loop? “Folks, we’re in a period of transition. We have several companies interested in acquiring us. Nothing has been decided, and for the next two months, we’re going to operate as usual. When I get information to share, I will share what I know. Until then, if you have questions, ask. Our top focus today is hitting the numbers on our secondary production line.”


Promote a level playing field. Fairness trumps favoritism every time, and people will stick with a leader through some horrible circumstances when that person is a straight shooter and doesn’t favor some over others. Stay mindful of what’s fair, and think about how your team will perceive your actions.


Address problems.


Engaged teams eschew mediocrity, and the people at the top have high standards for everyone. When problems occur, lead- ers who engage confront them head on. If you have conversations you’ve put off, now is the time to reset and communicate what’s expected.


Leaders who engage don’t do so by accident or without work. If you want to jumpstart or refocus your team, start with these seven steps. With some deliberate effort on your part, you should start seeing results.


Kate Zabriskie is the president of Business Training Works, Inc., a Maryland-based talent development firm. She and her team provide on-site, virtual, and online soft-skills training courses and workshops to clients in the United States and internationally. For more information, visit www.businesstrainingworks.com.


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