I know you are all interested in the topic and many of you will be well along the track but sit back, relax and enjoy the flight wherever you are…Oh actually don’t sit back yet…first I’m going to ask you to tell me what engages you …turn to a partner and in pairs
Yup…And all of us when we are attending to out favourite pastime or community role .We have already had insight about what brings about or enables engagement …but what does an engaged person do…
In the green and in the red corner the enablers that contribute to creating the conditions that encourage people to engage themselves. These are the EfS four …we at EfC put the greatest emphasis on leaders that make conscious and informed judgements about who to enfranchise in the decision making process.Lets take a look at this in a bit more detail..
these stats…our own YouGov UK wide studies include a further glimpse of the lost GDP to the UK through poor levels of engagement…We polled 25,000 people at work………………….
And of course our eyes will be on the heartlands of authoritarian capitalism of Russia & China & other despotic states in the Arab world and beyond. They are right to be worried that taste for choice that consumerism brings turns, soon enough, from cars and full fridges to the way people are governed.There are issues and problems with the topic…
But let’s get excited by the possibilities presented to all of us by EE….There are 6 opportunities or pathways to seize the day ……………..
I’m only going to deal briefly with the first two.The first is based on our model of behavioural capabilities tested UK wide among 25,000 by YouGov. We help organizations to review their development processes and upgrade them to reflect these EE capabilities.We also work with leadership teams to help them develop their role model.The first plate describes the shifting nature of leadership…
Recall the four approaches to engagement TELL, SELL, INCLUDE, CO-CREATE…in the next two slides I overlay the capabilities of people that engage effectively on that model…
P40 in workbook
In summary those behaviors are…..
Opportunity 2 is probably the best route to experiment with as it will produce quick commercial returns….Engage for Change has designed dozens of interventions intended to engage leader groups and staff in strategy execution, change and transformation processes….let’s look at the real experiences of Ruby and Geraldine…
Internal communication grew up as the radio station of top down, command and control styles of leadership. Its job was to communicate messages that leaders wanted and needed employees to have to do the jobs, be more generally informed and feel good about what they do. Its job was also to feedback and encourage dialogue. These are still relevant roles. But the underlying assumption was that power lay with elites and broadly speaking that power went one way, top to bottom. The communicators role was the alignment of the many with the intentions of a powerful few. The essence of employee engagement, on the other hand, lies in involving employees more in influencing and shaping big ticket decisions like strategy and change, as well as day to day operational decisions. Under command and control communication is linear, a lot goes down, a bit goes back up. In organizations where employees are invited to challenge and contribute, communication still needs to convey some top down messaging but much more critically it needs to enable the involvement of many more people in well governed decision forming, once the preserve of elites. So whose shoes would you rather be in …
Geraldine’s …..who was told or Ruby’s who was engaged and enfranchised? With the right leadership style people ….Ruby experienced problem solving using the principles of crowd sourcing….crowd sourcing has been around a very long time…Jurys are based on the idea that a crowd of everyday ordinary people like you and me can solve complex problems…
People arrive at the intervention experience in flight fight operational mode…not the conditions in which they will be able to reflect and discover. We could have a day or more on this, but here are a few tips to get people into the zone:Get people working on their own for a short while thinking about what the challenge in front of them (strategy, change etc) means to them such that they have a point of view when they start to negotiate with others, rather than just an emotional reactionPair them up to negotiate the best specific, actionable ideas that will address the challenge Double to fours, the 8…right up to centurion groups of 100…again negotiating the best specific, actionable, measurable ideasIf there are more than one centurion group…get them to negotiate – its called Team Size EscalationWe have worked with Face to face groups up to 2,500 in sizeWe use enabling technology for instant captureGET IN TOUCH if you are interested in creative dynamics for teams of 2 to thousandsAnd now DIGITAL ENGAGMENT we can reach hundreds of thousands..Another key tip is reducing the strategy/change/operational challenge to
A few words that can be understood by anyone anywhere. The above is retailer C&A whose strategy was from NEED to WANT and CARING & AMAZING.This was a boil down from dozens of power points.Before you can design the intervention you need to Simplify the visionSimplify and headline the strategySimplify the work streams that will deliver the strategyDecide the invitation for others below the sponsor team to challenge and contribute to the WHAT (CONTENT) and the HOW (EXECUTION) – they are not the sameHere’s another example of simplicity of message from (now) the world’s largest law firm
And this is 700 executives experiencing Strategy Safari ..in a giant TV studio in Germany.As the intervention goes live and real work is being done by people everywhere momentum is maintained by highly visible PROGRESS DASHBOARDS on the intranet where all staff can calibrate – competitively – how their part of the business is doing. This a great way to both celebrate progress and a great way to shame laggard departments and businesses!
In the oil company case the progress of all lines of business against the efficiency targets was published on line (access to all) every week. Laggards were embarrassed into action. With no transparency the laggards can hide and obfuscate. When their employees are asking why are we at the bottom of the league table, it’s much harder.The next tip is the Volcanic eruption syndrome..
And let me have feedback …thank you
It’s been a romp…if you would like to continue the debate in your organisation or run a leadership meeting on this topic, get in touch
It’s been a romp…if you would like to continue the debate in your organisation or run a leadership meeting on this topic, get in touch.Our services include:Employee engagement plans, Designing inclusive interventions, Engaging behaviours, Top team role model, Engaging communication, speaking at leadership meetings and public firstname.lastname@example.orgOr call 00 44 7710 130755
Employee Engagement - Fad or Performance factor?
Employee engagement – fad or
performance factor (see also notes pages)
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