This document outlines 21 ways to end the traditional approach to employee engagement and begin a new approach. It advocates ending engagement surveys, focusing on emotions over actions, seeing engagement as extra work, and housing engagement solely in HR. Instead, it calls for engagement to be how work itself is done, with a focus on achieving results through building relationships and cultivating well-being. The document presents a new framework for employee engagement consisting of 10 blocks and defines engagement as "good work done well with others every day."

1. 21 Transitions
with David Zinger
Site: www.davidzinger.com
Email: david@davidzinger.com

2. The New Employee Engagement
Good work done well with others every day
There is no way to engagement, to engage is the way

3. Achieve Results
Build Relationships
Cultivate Wellbeing

4. Engage the Revolution
End engagement circling around work, management, leadership
Have engagement in the in the center of work, management, and leadership

5. Begin with the End in Mind – Stephen Covey

6. Change Begins with Transition – William Bridges
Ending ------- Neutral Zone ------- Beginning

7. 1
End our work on engagement if we are not prepared to really work at engagement

8. 2
End uncritical examination of employee engagement
End trust, experts, and best case to being skeptical, relying on employees, and test case

9. 3
End mechanical metaphors of levers and drivers to enablers

10. 4
End engagement as something we do to or for employee to what we do with employees

11. 5
End a focus on engagement as a general feel good, satisfaction thing.
Ask: Who is engaged with what for how long and for what purpose?

12. 6
End our search for answers and pursue good questions

13. 7
End jargon and complex definitions to something everyone can understand
Good work done well with others every day

14. 8
End iatrogenic disengagement… i.e. Fantastic Place to Work

15. 9
End the false term discretionary effort, it is all discretionary

16. 10
End seeing disengagement as a punishable offence

17. 11
End anonymous surveys

18. 12
End failing to go to employee to ask them what we should be asking
“never do anything about me without me”

19. 13
End a focus on attitudes and emotions to focus on actions and behaviors

20. 14
End asking survey question that you cannot or will not respond to

21. 15
End spending our engagement money while giving our data away

22. 16
End failing to use surveys as engagement triggers

23. 17
End depriving employees of their own engagement data

24. 18
End believing someone is responsible for engagement other than the employee themselves
and end failing to educate employee on the benefits and the skills of engagement

25. 19
End seeing engagement as an additional extra
Engagement is how we lead, manage, and work

26. 20
End housing engagement in HR

27. 21
End the use of the phrase employee engagement
To engage is how we work, manage, and lead

28. Begin The New Employee Engagement
The 10 Blocks
① Achieve Results
② Maximize Performance
③ Path Progress
④ Build Relationships
⑤ Foster Recognition
⑥ Master Moments
⑦ Leverage Strengths
⑧ Make Meaning
⑨ Enhance Wellbeing
⑩ Enliven EnergySMALL SIMPLE SOCIAL STRUCTURAL SUSTAINABLE
Employee Engagement is:
Good work done well
with others every day.
SPECIFIC STRATEGIC

29. End our webinar. Ask and answer the following question:
What can I do right now to improve engagement
for myself or someone else in the organization?