Employee Engagement
Marshall Goldsmith
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by Marshall Goldsmith
In my new book Triggers, I propose a radical new approach to employee engagement. To me, this new approach is the “other half of the equation”, the missing piece, the thing that we’ve been overlooking that could change the business landscape for good!
What is this radical new concept? It’s that the key variable in employee engagement is the individual, the employee, not the program. Although it may sound obvious, this idea is not taught or acted upon. Instead, companies spend billions of dollars every year trying to get employees and leaders to believe that the solution to employee engagement problems is “out there” not “in us”. For example:
- Historically, almost all of the evaluations of leadership development programs have focused on participants grading the popularity of the speakers. The goal of the program developers is to develop popular programs. Who learns to take responsibility? Who is really being trained? The speaker! The speaker is reinforced for being a popular presenter. The speaker almost never has any responsibility for the actual development of the leaders. The leaders may or may not take responsibility for their own development. Many take no responsibility for implementing what they learn in programs and, not surprisingly, do not become more effective.
- Historically, almost all of the evaluations of executive coaching is on the popularity of the coach. Companies want to hire coaches who are popular with executives. Who learns to take responsibility? Who is really being trained? The executive coach is reinforced for being popular. The coaching clients may or may not take responsibility for changing their own behavior. Many take no responsibility for implementing suggestions from their coach and, not surprisingly, do not become better leaders.
- Historically, almost all of the evaluation on employee engagement has focused on the company. These are important things like delivering fair pay and benefits, providing tools and resources, creating a safe workplace environment, and so on. But who is learning to take responsibility? Who is being trained? The company learns to roll out popular employee engagement programs; however, the employees may or may not take responsibility for engaging themselves. Many take no responsibility for engaging themselves and, not surprisingly, do not become more engaged though they do have good benefits.
I am not suggesting that all development and engagement programs are helpful – or that if their ideas are implemented they will work. I am merely pointing out that ideas which are not implemented definitely will not work!
I want you to achieve positive, lasting change, and I want you to have a better life. And while some of your life is going to be impacted by your environment, by a program, coach, or company – a lot is going to be up to you! The fact is that while you can’t make yourself taller, you can make yourself more engaged. And maybe you can’t change your company, boss, or employee, but you can change your reaction to them.
Your success in becoming engaged, being happy, finding meaning, and leading people will largely come from inside you – not from some teacher, coach, or program. It is not just what you learn, but how you (and if you) use it that will make the difference.
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4yThy Cao Lisa Fletcher Emma Morgan Check out this insightful tip from MG! Did I do my best to ......
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4yExactly. Only half of the equation is how the employer could increase the employee’s engagement. The other half is pertaining to how YOU and I could increase our own engagement. Forgetting that second half is the biggest mistake we make in employee engagement! It takes two to tango. You and I, we are that second one. We – wherever we are in the organization – we can take responsibility for our own engagement; regardless of what our company is doing. It is always our choice. Always!
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4yThank you for confirming something that I have wondered for some time. It is true that the evaluations are almost always on the "giver", not the "receiver". However, I have a question. In the subject of employee engagement, we are looking at the issue from the perspective of management. In the first two examples, we are on the receiving end of leadership development and career coaching, and we are the evaluators, so it is up to us to enact what we learned about ourselves. No problems with that and you're absolutely right. However, when it comes to employee engagement, we are on the giving end of the benefits. We are the ones being evaluated. Aside from giving more benefits, more team-building activities, and become likable people as incentives, we can't force the employees to be more engaged. I believe that the more we force them to be engaged, the less engaged they will be. What do you suggest we do to make it the employees' own responsibilities to be more engaged?
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4yPlatinum class Marshall Goldsmith, as always.... You are an inspiration for me and proud to have you in my LinkedIn profile pic...
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4yThanks, Marshall.