October 31st, 2007
We engage in what we feel good about.
Agree? Disagree?
A manager’s job doesn’t include seeing that her employees feel good about what they do. After all, we call it work. Not play, not recess, not funtime. Right?
But suppose this: the manager who–spending not a lot of time, energy, or stressful effort–provides "feel-good potentiators" for employees, increases their engagement potential.
Agree? Disagree?
I’m betting that you agree with both:
The better we feel about what we do, the more it engages us.
The more [...]
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Posted in Employee Engagement, Management | No Comments |
October 28th, 2007
A few postings back (10/19/07) I maintained that an organization’s Engagement Culture promotes and increases its employees’ engagement. It does this by applying at least 5 practices. I promised techniques/suggestions for each of those practices.
Here’s the 3rd of the 5 ways an Engagement Culture builds greater employee engagement:
An employee is provided clear information of her job’s, manager’s, and organization’s expectations.
First of all, this information is likely already in your "toolbox" and you don’t need it.
Second, you have so much [...]
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Posted in Communication, Employee Engagement, Expectations, Management | 2 Comments |
October 26th, 2007
Let’s look at another of the ways an Engagement Culture actually increases each employee’s engagement in her/his performance. (From the previous post, What Happens when….)
A manager communicates continuously and for a variety of reasons (work and not work) with the employee.
The idea of a manager/supervisor making time available "just to talk" to staff may seem contrary to a less talk, more action policy. But if more talk produces more action towards improved engagement, enhanced performance, greater results [...]
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Posted in Communication, Employee Engagement, Expectations, Management | No Comments |
