Driving Engagement

June 27, 2020

Our next discovery along the EQ spectrum is driving engagement. When we actively seek to build engagement, and we do so in a way that helps people connect to the shared purpose of the project, team and organization, we create a climate where people are motivated to do their best to help the organization advance its purpose.

What Is Engagement?

According to Gallup , people who are engaged are fully absorbed by and enthusiastic about their work, and they take positive action to further the organization’s reputation and interests.

Hannah shares perspectives on what it means to be engaged at work.

 

 

Benefits of Engagement

When people are engaged, they do their best work. They are more productive because they feel energized, focused and aligned to the purpose of the organization. Team members stick around longer because they feel challenged yet supported, appreciated and valued by their team. 

Numerous studies show that increases in engagement result in the following benefits to the organization:

  • Improved profitability 
  • Better quality of service
  • Higher productivity
  • Increased revenue 
  • Higher customer satisfaction
  • More innovation
  • Higher retention of team members

The Bottom Line

Actively engaged people willingly go the extra mile to take care of their customers and advance the shared purpose.

Tactics for Increasing Engagement

  • Anchor to purpose: Help people connect their personal purpose to the shared purpose of the team or organization. Invite team members to identify and articulate their individual purpose, and clarify the purpose of the project, your team, and the organization. Anchor outcomes to this shared purpose. 
  • Give helpful attention: Attention, not feedback, generates engagement. Positive attention exponentially increases engagement levels on a team. When people feel seen, heard, and understood, they are more likely to engage their hearts AND minds at work. 
  • Focus on strengths: People learn and change best when they feel good, not when they feel bad. Catch people doing something right – pay attention to what they already do well and make sure they know you noticed.
  • Provide flexibility and autonomy: People are most engaged when they have psychological ownership of their situation – when they have a high level of autonomy of time, tasks and team. Set clear and explicit expectations of intent, then provide autonomy for execution. 
  • Invite input: Proactively ask people for their input and ideas, and share ownership and visibility for progress and success on projects and outcomes. 
  • Share meaningful recognition: Intentional, meaningful recognition of team members’ contributions and accomplishments builds loyalty, trust and engagement.

“The simple act of paying positive attention to people has a great deal to do with productivity.”

– Tom Peters (American management consultant and author)

Challenge Question

Going forward, what are some actions you can take to foster higher engagement on your work team(s)?

Resources

For further reading, see the following resources:

Magic in the Room #191: Regaining Agency in Chaotic Times

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In this episode of "Magic in the Room," hosts Luke, Hannah, and Chris delve into the themes of leadership, agency, and emotional regulation amidst chaos. They discuss how leaders can maintain control and purpose when faced with unexpected challenges or disruptions, emphasizing the importance of not succumbing to emotional hijacks. The conversation highlights the concept of "amygdala hijack," where emotional responses can override rational thinking, and the need for leaders to remain intentional and mindful in their reactions. They also explore the idea of maintaining emotional bank accounts, where relationships are built through consistent positive interactions, and the dangers of making impulsive withdrawals during moments of emotional flooding.

Magic in the Room #190: Leading Through Loss

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In this episode of "Magic in the Room," hosts Hannah Bratterud, Chris Province, and Luke Freeman delve into the complexities of leadership, particularly when dealing with personal and professional challenges that aren't covered by standard policies. They discuss the importance of embracing a holistic community approach in workplaces, where personal and work lives intersect, and the difficulties leaders face when unexpected events, such as illness or loss, occur. The conversation is deeply personal, as Chris shares the story of his late friend Doug, highlighting the impact of personal relationships on professional environments. The discussion highlights the need for strategic planning that includes contingencies for unexpected disruptions and the importance of vulnerability and open communication in building trust within teams.
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