Now you can understand why employee engagement is not an airy-fairy, feel-good concept that HR is trying to foist upon you, but an essential part of business and something that you are – or should be – doing as an integral part of leading your organisation. This is where engagement and success come together. Without employee engagement your success will always be limited.
Collaboration is an important factor for successful innovation and change. Indeed, collaboration is an imperative for most organizations today, including any organization undergoing change. Innovation requires collaboration between individuals, as well as systemic forms of collaboration that span silos, networks and surprising connections. And yet collaboration cannot be mandated. Collaboration just doesn’t work like that.
We are at a global tipping point, where the significant risk and costs of dis-trust (disengaged trust) are increasingly being exposed and experienced across a range of industries and professions. What is of major concern however, is that much of the current identification and management of the risk and costs associated with dis-trust, are reactionary. In other words, the catalyst is often some level of ‘negative exposure’ occurring, which forces the hand of executive leaders to take some kind of reactionary and corrective action.
The world is in desperate need for a new kind of leadership. The type of leadership we’ve seen the last several decades has produced record low levels of trust and engagement in the workforce, so clearly what we’ve been doing isn’t working. We need a leadership philosophy grounded in the knowledge and belief that the most successful leaders and organizations are those that place an emphasis on leading with trust.
Trust is the operating system of every organization and every relationship.
Think about that metaphor.
If the operating system on your computer is flaky, nothing seems to work right. Even if you have the best software programs, an unreliable operating system will cause you constant grief.
The same goes for the trust levels in organizations and relationships. Where trust is fragile, people are always looking over their shoulders. They’re reluctant to share information, collaborate, or accept accountability for results. In low-trust environments, everything seems to slow down. Nobody seems willing to do much of anything without a lot of hoop-jumping and multiple approvals.