These are great key elements to help engage employees. Employee’s also need the freedom to make decisions that best serve customers both internally and externally even if it does mean bending the rules on occasion. Too many times employee’s are afraid to make decisions on their own in fear they will be reprimanded and not listened to. Another point is companies need to recognize employee strengths and give them opportunities to embellish upon them. Keeping employee’s in positions that are not challenging causes them to be less motivated.

Thanks James.

Absolutely. While systems, policy, and process are important…you bring up a valid point in which puts emphasis on employee privileges. Going through ‘robotics’ and ‘order taking’ create a mechanical-like position, one in which disengages employees from within the organization. If the employees are recognized, rewarded, and given the ability to collaborate on daily assignments and tasks, it’s a ‘win win’ for everybody.

Geoff.

This is a wonderful guest piece, Geoff; thanks for pointing it out. I think the four points Sean makes hit the mark on how to effectively engage your employees. I would add just two elements to them – listening and surprise.

While I agree that’s it’s important that employees have an understanding of how their efforts contribute to the organization’s goals, it’s also critical that leaders make an effort to listen to what their team is saying – or not saying. One of the common complaints people have about their workplaces is not being heard by those in charge; taking the time to listen more than one speaks will go a long way to making sure those efforts to engage really stick.

Now for the second point, surprise. I agree that it’s important that employees get feedback more than just once a year in order to help them contribute in a meaningful fashion, both to the organization as well as to their career development. However, even daily or weekly feedback can lose some of its bite as people come to expect getting these comments, especially if it’s to praise the work they’ve been doing.

That’s why I think leaders should surprise employees with praising gestures that fall out of these expected moments of feedback, especially as making the conscious effort to do such will help make leaders more aware of the contributions of their team. And just having this greater sense of awareness will help your team understand how much you value their efforts.

You’re very welcome,Tanveer. I appreciate your insight and value your added elements.

Your mention of listening is one that has always been important, yet seems to always get overlooked. This goes back to one of my favorite sayings, “We were given two ears and one mouth for a reason.” We we listen to others, it helps us and those around us plan for better goal execution.

I really like your view on ‘surprise’ – it’s positive view when is comes to “keeping people on their toes.” I say this as for I’ve seen the surprise element used in much harsher ways…almost fear tactics per se.

Thank you again for you input on this, Tanveer. Your contribution to the leadership community continues to be second to none and I’m grateful for our connection. – Geoff

Tanveer is business strategy coach and leadership blogger, you can find his blog here: http://www.tanveernaseer.com/

Hi Geoff,

This is brilliant! I wish I’d read this prior to my BTR interview with Mike Henry Sr. today (I would have plagiarized your ideas like a champ…LOL).

You bring up 4 excellent points that would hit home with most employees. People spend much of their lives at work. As leaders, one critical role is to create an atmosphere of collaboration. By utilizing the behaviors you’ve described, leaders are more likely to inspire people to want to contribute.

I agree with your point of consistent positive feedback. I understand Tanveers’ point about the element of surprise; however, positive reinforcement is under-utilized despite it’s proven track record to elevate performance and overall engagement. Most employees hear on a daily basis about mistakes, errors or performance “crimes” they’ve committed. I say, if the positive feedback is genuine, it won’t lose it’s impact.

Your 4 elements not only lead to employee engagement, they lead to employee empowerment.

Cheers,
Jen

In addition, its best to focus on joint responsibility.

Do I pass ownership for my health to my doctor? Of course not. While the doctor is a significant resource in maintaining my health, I am responsible for my own well-being. Do I pass ownership for my motivation and engagement levels onto my team leader? This happens in the ‘entitlement’ culture (and perpetuated by the typical employee satisfaction survey) where staff blame others for not meeting their expectations but do little themselves.

The ‘mature’ culture encourages partnership between the led and the leaders. In this way not only are staff engaged and taking ownership but the team leader has more time to focus on the strategic side of his/her role.

Putting managers through standard leadership development programs with identical content and structure will perpetuate the notion that leadership is for the few and is something imposed from above.

The alternative is to view leadership as a partnership and bring the team leader and the team together. Leadership across the team is developed when you help people to understand each other’s needs and develop ways to bring out the best in each other. It is in this context of joint responsibility for leading and being led that leadership and employee engagement across the organization grows.