Currently, corporate engagement is at consistent lows. Dale Carnegie reports 30% and Gallup reports
32% of respondents are engaged at work.
The rest of the respondents are either not engaged or actively
disengaged. This is huge problem because we are not effectively utilizing two
thirds of our work force. Engagement is
a problem that can be solved but requires everyone in the organization to work
towards the solution. Each person has an
important role to play in creating improving engagement within the organization.
The Role of CEO and Executive Management (Executive Leadership)
The CEO and executive management need to ensure that the corporate
mission, values, purpose, and culture are well defined and are in themselves
engaging. The mission, values, purpose
and culture should be concepts that people can rally around, easily understand,
and apply to their daily work. In additional,
the CEO and executive management have to ensure that the culture is actively
being evangelized to new and existing employees. Finally, executive leadership needs to communicate
openly and transparently with employees to build trust. Although, executive leadership is import,
mid-level managers are the people who directly interface with your employees.
Middle Management
Middle management is directly responsible for providing
leadership in the direction provided by executive management. Middle managers are important because they
build relationships with the employees getting things done. And it is this relationship which is the most
influential on employees. To improve
engagement, middle managers need to understand people and to understand people
middle managers need to understand human needs.
According to Maslow, humans have the following needs:
Reference: http://www.simplypsychology.org/maslow.html
As a mid-level manager, I am guessing that you are paying
people enough to meet their physiological and safety needs. So I am going to focus on the other three
sections of the pyramid: belongingness
and love, esteem, and self-actualization.
Belongingness and Love
Mid-level managers can help their employees feel
belongingness and love by the efforts you make getting to know each of the
people you manage and your willingness to help each of the people that you lead
reach their maximum potential. Start
with understanding their career goals and aspirations. You don’t need to conduct an interview but
take advantage of fortunate events. For
example, if you are at their desk and notice pictures of their family, you can
ask about how old they are, if they play sports, how they are doing in school,
etc. If the person is wearing a team
jacket, you can ask about the team, etc.
Once you know of their interests then act on it. If an employee has displayed an interest in
management then try to give that individual more responsibility and
opportunities to lead. If everyone is interested in Pokemon Go then organize a
team meet up at a Pokemon Crawl.
But don’t take the love thing too far, and you know what I
mean. You are still their manager.
Esteem
Everyone needs to feel important, acknowledged, and
appreciated. It is sometimes easy to
feel that you are just a cog in the corporate machine. Some people are afraid
to speak up. Some people do really great
things and managers forget to say “Thank You” and “Great Job!”.
Middle managers need to help employees improve themselves so
they are take on more challenging opportunities. This may require sending them to training or
working with them to go through free training online. You also need to help your employees set up
career goals and track progress in completing those goals.
Middle managers need to be inclusive. If you notice that certain individuals are
afraid to speak up then you can work with them individually. Then build them up so that you can actively
bring them into conversations and group meetings as they progress.
Finally, middle managers need to remember. Remember what great things your employees did
and give credit. Remembering to say “Thank
You” and “Great Job” are just the beginning.
Don’t forget spot awards and bonuses.
Show off their great work. Let
other managers and employees know the great accomplishments that your employees
are doing. Getting acknowledgement for work well done is great but your best
people know they are good and will often be driven by other things.
Self-actualization (Self-fulfillment)
Our time on this earth is pretty short. People want to do something that makes a
difference. For some it is doing something
which makes the world a better place.
For others, it is solving a hard problem which affects that
employee. For others, it is a general
purpose or career goal. Your job is to understand
what makes your employee tick so that you can help that person on their path
towards self-actualization or help them see that what they are working on is
helping them move in the direction of their purpose. This may require you to “sell”. Once they are bought in, you also need to
trust them enough to let them take control of their own destinies.
But the executive management and your direct manager are not
the greatest influencer to your engagement.
You
Your beliefs and attitude are the greatest predictor of
engagement. No matter what situation you
are in, you are in control of your future. Make a conscious decision to see the
glass as half full then commit yourself to making sure that you continually do
proactive things to fill the glass back up so that your life is full.
The Importance of Over Delivering
In other words, always over deliver. For example, if you building a new
application and need the PRD (product requirements definition) document to
start, then see if you can get the partially complete document to start. Don’t wait for the final complete PRD. I see this a lot in large organizations. People saying they can’t start because some
other dependent process in front of them is not complete. Yes, there may be changes in the PRD because
it is not complete but by having an early jump on the work--you will be
virtually guaranteed to complete everything on time due to your head
start. It also important that you keep
in constant communication with people.
Taking the PRD example, make sure that you periodically communicate with
product management to be promptly notified of changes and additions. Don’t get stuck in the organizational
processes of your organization. Once you
are over delivering on your current responsibilities then you can start finding
time to work on other things that spark the fire inside of you.
Having Passion To Find and Solve Big Problems Facing Your Group or the
Organization
Passion is something that is found in almost anyone who cares
strongly about something or someone. It
is the characteristic that separates those “just doing their job” and those
that impact the organization. To have passion
you got to strongly care about your company, the people within the company, and
where the company is going. You got to
be willing to go the extra mile.
You typically see it in people who walk into work in the
mornings, see trash, pick it up, and throw it away (even through it is “not
their job”). You see it in people who
are will to share burdens by understand big problems in other groups and seek
out the people in those teams to solve those problems with. You see it in the people pitching their ideas
to the President of the company even if their role is not to pitch ideas to the
president. You find it in people who are
willing to call the CEO of a partner company when things are not going well
with the existing lines of communication at the partner company.
No woman or man is an island. In order to develop engagement, you need to
build strong relationships to other people and groups within the organization.
Communication
You have got to go out and talk to people. Ideally meet face-to-face but phone is a less
preferred option. Email can be used as
an introductory tool however you still need to meet face to face. And when you talk to people you have to be
non-threatening and friendly. It helps
to smile. It also helps to be
transparent and open.
Remember people’s names and faces. Whenever you see them
politely greet them and acknowledge their existence and importance by saying hello
and genuinely asking how there are doing.
Be ready to help them solve their problems by listening and then
providing a solution or connecting them with others that you know who can help.
As you get to know people and their roles you will be able to solve
cross-organizational issues. Understanding
what the big problems and issues are is the first step, knowing the people who
can help you solve the problem is the second but getting others to buy into
your solution is the final piece of the puzzle.
When you are trying to convince or get another group to work
with you, you have to understand their point of view and help them understand
how what you are proposing helps them.
When people see you trying to help them you naturally become “friends”. As you build relationships within the
organization, your ability to sway and influence increases because you can say
things like “I already have the support of organization x, y and z. Your group is the final group to get on board
to make this happen.” When you do this
you will get noticed.
Putting Yourself Out There
Be willing to put yourself out there. You may face criticism by people who don’t
understand (because according to Gallup and Dale Carnegie 68-70% of people are trying
to do the minimum possible). You will
face rejection but you will also face acceptance. If you are rejected, then you will be in no
different a situation then you currently are but if you are accepted than you
will be moving your career and engagement forward.
This article was written from my personal experience and
perspective but you can apply it to almost any role in the organization.
Applying These Principles to Your Role
If you are an engineer and are not feeling engaged because
of the technology or work you are currently doing, then take time on the
weekends and learn a new language and framework that can do the job better than
the current infrastructure and sell this to your manager. If you would like to develop something new
instead of just doing maintenance, then think of a new stand-alone service or
feature which could help the business make more money and then implement
it. If you really feel strongly about
it, then start it on your personal time.
Once you have something working (where others can see the concept) you
can pitch it to your manager and other senior managers.
If you are a QA resource, look at ways of automating manual
processes to take the existing testing environment to the next level.
If you are a product engineer, develop the next product or
feature the company needs without anyone telling you.
If you are a security engineer, seek out other groups which
may need your help in reviewing their code for security vulnerabilities.
Conclusion
Engagement is everyone’s responsibility. With it, we can take our group and the
company to the next level.