It’s a fabled story about a janitor’s exchange with President Kennedy during the early days of NASA: “What do you do?” the president supposedly asked the man with a broom during a visit to Cape Canaveral.“Well, Mr. President, I’m helping to put a man on the moon.” This meeting may not have actually taken place. But there’s a good reason it’s one of the most commonly-repeated management anecdotes: it illustrates the idea that a workforce motivated by a strong sense of higher purpose is essential to engagement. A survey by Calling Brands found that working for an organization with a clearly defined purpose is second only to pay and benefits in importance for employees, and ranks ahead of promotion opportunities, job responsibilities, and work culture. Two-thirds said a higher purpose would motivate them to go the extra mile in their jobs. A similar study by Net Impact showed that almost half of today’s workforce would take a 15% pay cut to work for an organization with an inspiring purpose.
If you didn’t have authority, how would you hold people accountable? Don’t demand what must be given. Authority as a hammer: Maslow said, "I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail." Accountability is the nail when a leader's hammer is authority. "You have to hold people…
The startling truth is that a recent Gallup poll indicates 70% of us are disengaged at work – checked out. That means that 7 out of 10 of you at work right now are either reading this article or playing Candy Crush on your mobile phone. Amongst those 70%, 20% are actually actively disengaged, which means they are partaking in sabotaging behaviors at work. And you probably just thought of the cross functional “partner” on your team that fits that bill.
All of this is a real dilemma for companies trying to do more with less, which is all of them. The answer to winning back the disengaged, (and keeping the engaged, engaged), isn’t pay, perks, or promotions. It’s meaning – that is, giving work a greater sense of significance, and thus, making work matter. Finding meaning in and at work produces engagement, fulfillment, and performance that sustains over the long haul – it is the motivational tour de force of our times.
When somebody engages you, what do you actually feel? It can be difficult to describe, but the employee engagement field can help. Learn to trigger these 4 feelings to become a more generous, inspiring speaker.
How can you convert employee engagement into competitive advantage and what trends will we see in the future? Here are five key takeaways from our sneak preview at the inaugural EdelmanENGAGE survey into engagement.
What are the most important three words for any relationship between a manager and employee? No, it’s not “I love you.” Now that would be inappropriate, although not everyone would agree with that opinion. Love their jobs, yes. Love their managers or employees? Eew! No, the most important three little words are: “I trust you.” Trust is the foundation that a positive manager-employee relationship is built on. The absence of trust leads to micromanagement, fear, risk-aversion, backstabbing, destructive rumors, a lack of innovation, mistakes, and a lack of engagement. What does trust look like? It’s all in the eye of the beholder, but here’s a starter list from both the manager’s and employee’s perspective:
Everyday the spirits of millions of people die at the front door of their workplace. There is an epidemic of workers who are uninterested and disengaged from the work they do, and the cost to the U.S. economy has been pegged at over $300 billion annually. According to a recent survey from Deloitte, only 20%…
Irresponsible, unreliable, and undependable make for great words in a song, but if those adjectives describe your leadership style then chances are your people don’t trust you. Now, I believe most people strive to be honorable and trustworthy in their leadership roles. There aren’t too many people who wake up in the morning and on their way into the office exclaim to themselves, “I think today is a fabulous day to break someone’s trust!” Most leaders unintentionally erode trust through what I call “trust busting” behaviors. Despite our best intentions, we sometimes get in our own way and bust trust without even realizing it.
Engaging young people will not only show to them that they are an important part in the business but will result in increased productivity, higher performance, and less of a chance of them quitting or being absent.
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