Creating purposeful engagement

Creating purposeful engagement

10 years ago 0 0 1218

We want people to come to work to commit, to engage and be productive. 

The truth is, so do they!

Pyramid team hierarchy

Many organisations actually make it difficult for their employees to really commit to the organisation and what it is trying to achieve.  In fact, research shows that only 30% of employees are ‘fully engaged’ at work.

If we were to assume that everyone that goes to work wants to feel good, feel engaged, being productive and feeling valued, then we have to ask – what are we doing as leaders to stop this from happening?

The main issue is that leaders often leave engagement to chance.  They focus in on the outcomes for the business, and often forget that the efforts of the people that create those outcomes is what really matters.  If the people are engaged and properly motivated, then higher productivity, competitiveness, lower costs and improved outcomes are all more likely.

Taking a purposeful stance to create and enhance engagement is worth the investment – it just takes the decision to make it important.

So what can leaders within organisations do?

  • Consciously commit to making employee engagement a priority in the business.  Support this focus with visible commitment, consistent communication, putting the appropriate level of priority into engagement activities, and encouraging a sense of participation by staff into the process.
  • Express a clear purpose about what the organisation does – the ‘WHY’ of the organisation.  This allows people to align their personal purpose to the purpose of the business.  Too many organisations have ‘missions’ and ‘visions’, but do not express a purpose that is bigger than simply being ‘number one’ or making profits.  Expressing ‘why’ the activities of the organisation are important to more than just the company allows the employees to have their own personal purposes served by engaging with what the organisation does.  Nothing is more motivating.
  • Understand that every individual seeks a great supervisor.  In fact, highly engaged staff report that their supervisor is very important in their level of engagement 77% of the time.  Making sure that supervisors are properly trained to support their staff and encourage engagement is critical.
  • Develop a sense of listening within the organisation to hear the four ‘killers’ of engagement:  injustice, feeling unsupported, feeling unrewarded and feeling out of control.  As soon as engagement starts to slip, these concepts will appear in the language and the actions of the staff.  Asking the right questions, listening and intervening are critical in maintaining high engagement.

 Do you expect engagement to just happen, or do you set about creating and maintaining it in a purposeful way?  The difference on your performance, your staff productivity, retention and costs will be enormous.

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