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14 Redefing engagement


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  • Making engagement a truly empirically testable leadership tool.
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14 Redefing engagement

  1. 1. We choose to include ideas and their actions in our life if and only if they are important enough to us. What is it that will make ideas and their actions important enough? Imagine working for a company. It is well managed, the people are fun to be around the work is enjoyable. Business ethics are strong, you, like all the team, feel respected and valued. You would go out of your way to get the result, since you know the directors and governance of the company would go out of their way for you. Is this enough to ‘engage’ with this company? Yes, it is. Could you be more ‘engaged’? Now imagine the dark side. Things get difficult, the company asks for help, and everybody agrees a pay cut so no one gets laid off. The company gets sold. You disagree with some marketing deci- sions as the company fights to build sales. Now, your personal finances are not as solid, you have some concerns about what is going on and while it is still a good place of work, you are facing a different reality. Engagement with the company remains solid, but with reservations. Aiming to build own success is something that will always serve you The most important thing in your life is your health and welfare. If that goes, then all those whom one loves and whom supports will lose the quality of that support. In other writing I show how our daily activities are linked to the national economy by doing our bit at work (posts at LinkedIn, and the book Why Work). Your success at work is precisely doing the ideal actions agreed in your role to the fullest extent and standard you are able. But, one acts out the actions not for the company, but for ourselves. Each morning, when one looks in the mirror, the pride swells knowing the person looking back did a solid day yesterday, delivered the ideal actions agreed to a good standard, and in so doing served oneself, served the company, served the team, served the team leader, whom one likes, and served society. Engagement is our commitment to our life We engage with ourselves and in doing so we engage with life. Our engagement with doing the ideal actions at work to serve our own success is exactly the same as engagement with our grand- child, or with the darts team at the club, or the energy in the read- ing group, or rebuilding the bathroom. We do things to the level we set and agree first with ourselves so that we feel good about our involvement. Work is part of our life, not something separate from it, but some- thing central to it, and from which one can draw life satisfaction. We engage with life, part of which is engaging with our own success at work. Review again the table below from newsletter 13. Three key variables define the structure of the organizations, the goal cascade within includes the organization structure and mapping the strate- gy onto the market, the ideal actions agreed to offer the greatest chance of greatest KPI success, and the clarity of the role specifi- cations. The organization design is then integrated with the psychology. People make the choice to be successful in their work life, they accept the role specifications as defining success in their job, they agree the ideal actions offer greatest chance of greatest suc- cess, engage by actively adopting the role specifications in mind, building game plans with associated positive emotions that drive behavior at work and actively visualize themselves acting out the ideal actions, they build clarity in game plans, making their efforts more effective. By choosing to be successful, accepting and agree- ing the role specifications as the means of personal success, and actively engaging in mind with game plans, people build signifi- cant ‘intrinsic motivation’, exactly as exhibited by any sports person seeking to win the game. They are willing to go the extra, to fight, not for anything outside themselves, but for their own pride, and personal success... they want to feel good about them- selves. The intrinsic motivation is then actively supported by the team leader who ensure people are enjoying the day, do what they need do and have fun while doing it. Engagement is attaching positive emotions to those ideas and actions we choose to include in our life The immediate practical act of engagement is visualization of ideal actions with no negative emotions Newsletter 14 Redefining engagement Newsletter topics 1. Seeking new thinking. 2. How to double profits. 3. Goal—action. 4. Linking staff action to strategy. 5. Human performance driving results. 6. HR as rollout of strate- gy. 7. Behavioral structure of the organization. 8. Understanding human psychology. 9. Linking people to be- havioral structure. 10. Perfect human perfor- mance. 11. Performance manage- ment moving actual toward perfect perfor- mance. 12. Built in flexibility. 13. A scientifically proven balanced solution to human performance as a driver of results. 14. Redefining engage- ment. 15. Culture. 16. All HR policy changes. 17. Lifting expectation. 18. Redefining leadership. 19. Redefining manage- ment. 20. Why has it not been done before? 21. Stop. Reflect. Chose and improve. 22. Why can’t we do it ourselves? 23. Mind of the CEO. 24. HR as the ‘right hand’ of the CEO. 25. Building a ‘verbal ready’ Executive. 26. Understanding human motivation. 27. Building and imple- menting an integrated motivation policy. 28. Human capital. 29. Finding and develop- ing talent. 30. Choosing better ideas. Reading these newsletters you will gain new insight into how to manage the link between people and your organization so that both benefit by increased results, greater success, increased profits, more fulfilling work, and greater satisfaction. Contact: to meet and explore how this system will lift results in your business. Alternative advise us, do not send, if you do not wish to receive more emails. Organization. Business plan for period. 1. Goal cascade, KPIs in every role. 2. Ideal actions derived from KPIs. 3. Role specifica- tions. Psychology 4. Choice. 5. Engagement 6. Acceptance. 7. Agreement. 8. Clarity. 9. Motivation. Fundamental is ideas in mind with action arising from those ideas given momentum by associated emotions. Management factor. 1. Improve the goal cascade. 2. Sharpen ideal actions. 3. Clarify role specification, integrate busi- ness processes, operations policy. 4. Review choice of each person to be suc- cessful at work. 5. Review commitment of person to actively seek work life success. 6. Review with person their acceptance of the role specification. 7. Review with person they agree that doing the ideal actions offers greatest chance of greatest success. 8. Review with person they are clear on the role specification, and have a clear game plan in mind. 9. Review with person they have no negative feelings about doing ideal actions. And that they feel supported by their team leader in the striving to deliver the game plan each day. Practical actions the team leader can take that will improve one or more of the factors that underpin high quality performance. Cultural audits. • Focus. Audits 1, 6, 7. • Accuracy. Audits 2, 3, 8. • Commitment. Audits 4, 5, 7. • Leadership. Audits 9, 4, 5, 6, 7, 8. • Business processes. Audits 3, 7, 8. From the audit result, the team leader decides action on the factors judged to improve the audit result for next time.