Improving your Engagement

One of the latest studies conducted by Gallup has shown that only 13% of employees are fully engaged and committed, and a shocking 24% of staff are actively disengaged! Most leaders get caught and stuck attempting to motivate this group that are disengaged and it’s not unusual for these situations to lead to further long term issues of performance management and other HR issues.

With such a high percentage of people disengaged in this global study, it’s obvious that the bottom line for an organisation is substantial causing a massive drain on the internal resources.

Where to focus?
The middle group of 63% is where the big opportunity exists, being able to engage and inspire this population within your organisation will accelerate performance and even bring some of the disengaged along with the momentum created.

What to do
It’s time to ignite this middle group along with the actively engaged 13% and invest in their development. So many organisations have been so focused on driving costs down and pushing the envelope on performance that people have become fatigued and in some cases burnt out!

We’re not suggesting that the 24% are left out of any development programmes, these individuals will either change or realise that there is a mismatch with their own values and leave.

The data around return on investment for programmes that focus on enhancing Emotional Intelligence have been well documented over the past 20 years. When looking at high performers, up to 70% of the attributes are linked to those with a high Emotional Intelligence and these same people live longer and are happier.

Communication is critical
Although this is obvious, many organisations struggle to clearly articulate a “True North” and have a clear Purpose, or more simply put, have a clear enough “Why” they do what they do!

Once this is defined and there is a clear strategy in place, this needs to be communicated clearly across the organisation and then reinforced regularly.

There has been a lot of talk over the years of being able to gain the “Hearts & Minds” of your most important assets but this is rarely achieved. Using Robert Dilt’s model around neurological levels we facilitate a clear roadmap for the senior team to align behind.

The other key component is to build a cohesive top team, working with Patrick Lencioni’s model, trust is where it all starts, once trust is high the team can engage in healthy conflict and share their views without defending and judging. This in turn allows for higher levels of commitment & accountability which ultimately has an impact on performance!

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