Employee LEAPS

Kevin E. Phillips

• Publisher: Business Expert Press
• Year: 2016
• Print ISBN: 9781631575648
• eBook ISBN: 9781631575655
• Topic: Business
• Subtopic: Human Resource Management
• Index: Business

A recent Gallup Study estimated that 7 in 10 American workers are "actively disengaged" or "not engaged" while at work, costing the economy between $450 and $550 billion per year. Employee LEAPS Leveraging Engagement by Applying Positive Strategies has been written to increase employee engagement and optimize workplace performance. By harnessing the power of engagement and nurturing people's innate desire to be captivated by the activities in which they are involved, Employee LEAPS has the potential to transform organizations and facilitate remarkable outcomes that extend far beyond what could be achieved otherwise. If you are interested in increasing employee engagement and optimizing workplace performance, Employee LEAPS is the book for you. The author provides astute direction on how to increase organizational capacity and unleash talent, enabling businesses to produce exceptional results. Employees who are engaged in the activities they are involved deliver results far superior to those who are not.

PART I

Leveraging Engagement by Applying Positive Strategies

At various times in everyone’s life there are experiences that captivate; moments in which you are so intensely immersed seemingly everything around you is shut out and you lack awareness of your surroundings. During these experiences, the exceptional focus devoted to the activities you are involved in is the only thing that matters. This is when you are truly engaged.

Typically, when a person reflects on these moments in their life, they may recall when they attended a thrilling sporting event, watched a scary movie late at night, or walked down the aisle on the day of their wedding. However, one could also conjure up memories involving a riveting project at work, great lecture provided by a professor, or interesting volunteer activity at a local charity. During these experiences, it is unnecessary to discover a way to bring out the best in those involved, identify an approach to improve productivity, or determine how to help those participating become more interested in what they are doing.

Unfortunately, while we all have had moments of exceptional engagement, we have also experienced stretches that make it seem as though time is standing still; monotonous days at work that lack any significant activity, trivial tasks that fail to provide value, and alienating interactions that make you contemplate packing up your belongings and walking out. When these moments occur, your internal fortitude is tested while you question your own desire to remain with the organization you currently belong.

In this broad spectrum, most of the time people fall between these two extremes. However, regardless of the activities a person becomes involved in, there is one universal truth. Whether it involves work or school, comprises a community of friends or a group of strangers, or includes a lifelong passion or simply an activity to pass the time, people want to be engaged in the activities they are involved in.

CHAPTER 1

The Current State

Eddy had been with the company for a little over 3 years, and everyday dragged on as he begrudgingly worked until the clock struck 5:00 p.m. Eddy had a boss that micromanaged him and colleagues who failed to fulfill their responsibilities. Plus, he lacked the general understanding of what his role within the company really entailed and why it was important.

But he wasn’t too worried about it. It was Eddy’s first real job and he assumed that was how it was for everyone. “No one really likes what they do, you just deal with it,” he thought.

However, after completing his third year with the organization, he was put on a special project. This assignment was unlike anything he had done in the past; a new location, different coworkers, and a need for everyone to bring his or her “A Game.” At least that’s what they told him. But he was unmoved. Eddy heard this song and dance many times before; how things were going to be different and people needed to step up, yet nothing would ever change.

However, shortly after settling in at his new location, he started to notice that things were different. Eddy’s new boss challenged him with difficult problems and empowered him to deliver solutions. His colleagues no longer avoided work. Instead, they asked for more tasks to complete. And Eddy and the rest of his team knew exactly what their purpose was, and they pursued it with vigor.

Eddy came in early and stayed late, would often burst into his supervisor’s office to show him an innovative design or new way to streamline service, and found ways to provide tangible benefits to support his colleagues that went well beyond what was required. Plus, there was a certain type of energy in the building that exhilarated Eddy. Everytime he walked through the door, he was so excited he could barely contain himself.

Eddy’s project ended up being a huge success. He and his team delivered an end result that surpassed all expectations, and Eddy couldn’t get enough of it. In fact, while the 8-hour days at his old office would seemingly never end, he would often catch himself putting in 12 hours a day at his new workplace, while barely noticing the time fly by.

Unfortunately, like all good things, the project came to an end. However, with a newfound spirit, Eddy was excited to head back to his old stomping grounds to re-energize his team. He knew that if he could share his passion and excitement, it would ignite the rest of his office.

Disappointedly, upon getting back it was more of the same; a meddling leader, employees dodging work, and a department that didn’t have clearly defined goals. The young man, so eager to share his wonderful experience, was once again reduced to an employee who impatiently watched the clock until it was time to go home.

The final straw came when a network problem caused the department’s system to crash. While this issue had occurred numerous times in the past and was not a big deal, everyone knew the only way to fix it was for the IT Office to reboot the entire system.

Much to the dismay of Eddy, his supervisor requested he attempt to work on the problem knowing full well his actions would have no effect. When Eddy asked him why, his supervisor callously replied, “I want to make sure you stay busy.”

Eddy couldn’t handle it anymore. In less than six weeks he was gone.

The Current State

The world has changed and the ability to connect with one another is easier than ever before; social media, smart phones, and technological advances enable us to communicate with essentially anyone we want to 24 hours a day. Unfortunately, the accelerated pace of life has individuals packing their days so tight, the opportunity to engage others is almost impossible. Virtually every person you communicate with at work, in school, out in public, or anywhere else, has a busy schedule that restricts his or her willingness to stop and develop a connection with you. There simply isn’t enough time.

While it may seem unimportant to build connections in most situations, the ability to successfully leverage engagement with authentic interaction increases productivity, strengthens relationships, and opens up the opportunity to bring out the best in yourself and those around you. Further, leveraging engagement provides the opportunity to develop stronger organizations and build more effective teams where everyone is actively involved and capable of adding value.

The truth is, everyone wants to be engaged. The innate desire to be passionate about the activities we are involved in is something we all share. No one wants to take part in uncomfortable meetings, eat lunch in their cubical alone, or spend all day wondering if they would be missed if they didn’t show up to work. People want to feel connected.

Unfortunately, the ability to connect is not always easy. While some have the uncanny ability to build relationships with people in seemingly any situation, others struggle to maintain quality interactions with those they come in contact with and never feel as though they are part of the team. Additionally, though in some circumstances people coming together can lead to a cohesive unit that produces amazing results, the formation of other groups can deliver subpar performances with participants anxiously looking forward to the end.

Why the difference?

The difference involves engagement. A person who is not engaged lacks passion to achieve, willingness to go above and beyond, and desire to look for a higher purpose in what they are doing. Their untapped potential sours like a perishable item, inevitably bringing down colleagues, classmates, and friends alike. Conversely, a person who is engaged strives for greatness, goes the extra mile, and energizes everyone they meet. They love what they do and they are excited to do it!

The difference in engagement and how it affects employees can be seen in the old story about the three bricklayers that has been around for years. In the story, three bricklayers are working downtown in the big city when a stranger approaches to ask a very innocent question.

“What are you doing?” he asks the first bricklayer.

Barely flinching, the man responds with disgust, “I’m laying bricks.”

Next, the stranger approaches the second bricklayer, “What are you doing?”

The man looks up and replies, “I’m making a wall.”

Finally, the stranger asks the third bricklayer, “What are you doing?”

The man stands to his feet, beaming with pride and barely able to contain himself he proclaims, “I’m building a cathedral!”

Each man was responsible for doing the same task, yet the disparity in how each felt about what he was working on could not be more different. While the story does not go on to explain productivity, willingness to help colleagues who are struggling, or commitment to the job, it does provide context for who is captivated by what he is doing, who is focused on more than just himself, and who is excited about the value he is delivering.

It is undeniable that the third bricklayer was engaged and saw how his actions directly affected the development of the structure. Further, it is difficult to imagine that he did not produce results far superior to the other two, knowing that engagement and performance are closely linked.

This is the case for people throughout the world in every business, school, community, and social group. You deliver results that are far superior when you are fully engaged in the activities you are involved in.

Businesses

Employees who feel connected to their companies and are engaged in their work are the highest achievers. They are passionate about what they do and are inspired to deliver results that make a tangible difference in the lives of others. Their positive energy draws people in as they lift up everyone around them.

Conversely, workers who are disconnected consistently fail to reach their full potential. Disengaged employees are less productive in their daily activities than their counterparts, place more focus on their personal agenda than work, and lack commitment to their company. They are seemingly never happy with what they are doing, yet do not put forth considerable effort to proactively change their environment. Instead, their productivity slowly declines as they grow increasingly less interested in their responsibilities.

Unfortunately, disengaged employees are an epidemic that cause problems in almost every business in the world. In the United States alone, a recent Gallup Study estimated that 7 in 10 American workers are “actively disengaged” or “not engaged,” costing the economy between $450 and $550 billion per year.¹ This translates into less productivity, more employee unrest, and an inevitable focus away from work. The disconnected workforce destroys the capacity for companies to produce optimal results.

Schools

Engagement in the school system is an issue educational institutions ranging from elementary schools to universities, in every demographic, geographic, and socioeconomic status throughout the world battle. While efforts are being made to increase the engagement level of students, the failure to keep young minds interested in learning continues to be widespread.

Thinking back, we all remember classmates who seemed disconnected or lacked a sense of belonging. This translated into a failure to learn, inability to stay focused, and enduring desire to withdraw. As the school year progressed, these students fell further and further behind, while it became clear they were no longer interested in learning or getting good grades. They merely wanted the year to end.

While there are no definitive reasons why this happens, common themes have emerged; students fail to find purpose in their daily activities, lack a sense of belonging, and do not have an environment conducive to growth.² This reduces their desire to learn and cripples the opportunity for them to reach their full potential.

Communities and Social Groups

Communities and social groups that lack engagement are typically disjointed and rarely accomplish what they set out to do. The inability to unite limits the opportunity to make a positive impact, as people within the group maintain separate goals and objectives that ultimately go unfulfilled.

Conversely, people in communities and social groups that are engaged and maintain a strong sense of commitment are uniquely powerful. This is because communities and social groups with engaged members possess an assorted blend of experiences, talents, and skillsets that come together to collectively deliver exceptional results.

This engagement transforms a group of strangers unwilling to support one another into a team of proactive members desiring to go above and beyond. This can be seen through the actions of community members after a disaster occurs or what takes place when a social group hosts an event. During these activities, throngs of people come together with a single goal resonating in the group. Members are no longer focused on themselves, rather have a unified objective.³

Bringing It All Together

People spend countless hours working in an office, learning at school, investing in a community, and taking active roles in social groups, and in every case, want an environment that brings them energy. They want to have a passion for what they do, recognize they add value to the team, and have a sense of pride in their organization; they want to be engaged. When a person is engaged, dedication to their craft, desire to achieve, and relentless commitment to make a difference is palpable. You can see it, hear it, and feel it ... and it is contagious!

Alternatively, when a person lacks engagement, he or she fails to care about his or her organization, does not have the willingness or aspiration to reach for greatness, and remains uninspired. Their inclination to settle for mediocrity is obvious to all.

Far too many organizations are struggling because their people are not engaged and remain indifferent toward achieving success. Further, while every business, school, community, and social group want to have members excited to fulfill their roles, it is not always known how to make that happen. This has organizations throughout the world missing out on the tangible benefits that engaged employees deliver.

CHAPTER 2

The Three Drivers of Engagement

Every organization has seasons in which employees are highly motivated and stretches where personnel lack concern for fulfilling their responsibilities. This makes it challenging to manage business operations, as the ebbs and flows test even the mightiest of corporations.

In spite of these dynamics, Costco, the multibillion dollar global retailer, has been able to consistently get the best out of employees by ensuring all are engaged in their work. They accomplish this by leveraging the three drivers of engagement: serving a valuable purpose, being empowered to deliver results, and working in a fulfilling environment.

Costco employees serve a valuable purpose by being provided the opportunity to make a positive impact. More than just showing up for work, employees have the ability to make important contributions. This is accomplished numerous ways. Most notably, the majority of employees at each warehouse store have direct interaction with customers. This enables them to acquire an immediate appreciation for the service they provide. They are able to see how their actions positively affect the customer experience.

The retail giant empowers employees to deliver results by leaning on their vast knowledge and experience. Rather ...

Table of contents

• Cover
• Title
• Copyright
• Acknowledgments
• Introduction
• Part I: Leveraging Engagement by Applying Positive Strategies
• Part II: Positively Deviant
• Part III: Strengthening Organizations
• Part IV: The Other Side
• Part V: Building Your Organization’s Engagement Plan
• Conclusion
• Appendix I: Organization Reservations Versus Department Interest
• Appendix II: Applying Positive Practices
• Employee LEAPS Endorsements
• Notes
• References
• Index
• Adpage