So what engages employees? The drivers differ region to region and person to person, but employee engagement is largely about social connections happening in organizations and aligning work experiences with employees’ cultural needs.
What works varies by industry, location, company size, and how much money and resources the organization has to invest into developing its culture, and its value and philosophy around employee engagement.
But there are factors that all highly engaged workplaces have in common.
How do the best places to work succeed at employee engagement?
James Flanagan argues effective leadership is not a trait limited to a few but one that is sown within everyone, constantly seeking the opportunity to blossom. It is the role of executive leadership not only to continually develop their own leadership skills but also to encourage others to do so for themselves.
A people-centric organization emphasizes relationships, connectedness, context, growth, openness, trust and courage. We need to see more of these elements working together in our businesses today – of all sizes. While these elements are not new, they are in short supply in businesses around the globe. We are seeing a dominate force of outdated leadership styles that are still fundamentally rooted in mechanistic, command-and-control management practices and beliefs about people
A tool social scientists use to identify sex workers and drug users can help senior executives find the people most likely to catalyze—or sabotage—organizational-change efforts. A McKinsey Quarterly article.
In 7 Lenses, Linda Fisher Thornton describe a clear multidimensional framework for ethical leadership that incorporates seven different perspectives on what it means to lead ethically in a global society. This framework honors organizational complexity and guides leaders through the challenge of honoring multiple stakeholders when making decisions.
Leaders have to learn and practice new leadership behaviours to overcome some of the habits that are limiting their current or future effectiveness. In the second of two articles, I examine the factors that can help senior executives overcome the challenges to developing new leadership capabilities R
Who are the three people described below, and what do they have in common?
An author who wrote her first book on an old typewriter and the manuscript was rejected by 12 publishers.The inventor who produced over 3000 prototypes.The noble prize winning physicist who did not speak until he was four, and his teachers thought had learning disabilities.
You may have witnessed it yourself: living clouds created by thousands of starlings flying together, commonly referred to as ‘murmuration’. The way in which all the birds suddenly change direction or speed as if they were a single entity still remains one of nature’s secrets, with most scientists assuming starlings undertake this unique collective motion in order to reduce predation risk. In a similar way, great organizations are more than just the sum of great individuals: organizational strength, progress and resilience are determined by the extent to which individual employees ‘fly together’ as if they were a single entity working towards a common goal.
The combination of advanced analytics and lean management could be worth tens of billions of dollars in higher earnings for large manufacturers. A few leading companies are showing the way. A McKinsey Quarterly article.