Key inputs into employee engagement from leaders and managers within the organization:
- Engage yourself. Before you can foster or enhance the engagement of employees, never lose sight that you are one of those employees. Keep a focus on your own levels of employee engagement as you also champion engagement for others.
- Hold engaging conversations. Avoid making employee engagement an announcement or policy. Ensure your employee engagement has a grass roots conversational quality to it. Talk with your employees. Doc Searls talking about
conversational marketing stated: conversations are about talking, not announcing. They’re about listening, not surveying. They’re about paying attention, not getting attention. In many ways, employee engagement is less about what you put in and more about what you draw out of employees.
- Be strong and strengthen others. Employees who work from their strengths and have work designed around their strengths are more engaged. As leaders, we must also talk with people about their strengths. There are many pathways to strengths.
- Apply the simple and significant. I am passionate about employee engagement and believe it makes a huge difference for all in the workplace and I recognize how many things the average leader must attend to. It is not my intention to make employee engagement an imposition in an already overcrowded day. I encourage you to find the simplest yet most significant thing you can do to advance employee engagement.
- Engage the clutch. My experience with the majority of leaders in organizations is that they respond to the full slate of demands with an excess of engagement and hours worked. We must regularly engage the clutch and go to neutral. Engaged leaders also find time for rest, recovery, and renewal. The path to full engagement also involves periods of disengagement — our walk to the desert for renewal.