Here is your 3rd of 3 postings about the engagement roles of Managers, Leaders and Executives.
Once again, I grant you the 3 roles significantly overlap. For example,
- One individual may each of the three three responsibilities, at different times and for different reasons.
- Not only title and description of job determine which category one fits; interpersonal influence factors in as well.
- One may bounce between executive, leadership and management responsibilities. As well, one may seem to be all at the same time.
With that in mind, it remains that roles and responsibilities regarding a business culture of engagement differ. Tuesday we looked at Executive Engagement. Yesterday’s posting dealt with Leader Engagement. Today it’s all about Manager Engagement.
As both the director and developer of employee performance, the director works at the C.O.R.E. of a Culture of Engagement.
- The manager must communicate clearly and constantly the business culture’s expectations regarding employee engagement. (Meetings, e-mails, mini-newsletters, webinars…)
- The manager should sponsor opportunities that complement the work while stimulating employee engagement. (Lunch-and-learns, conferences, panel presentations, guest speakers…)
- The manager makes resources available that ease and expedite an employee’s taking on more and more engagement challenges. (A/V training packages, offsite courses/conferences, mentor and coaching programs…)
- The manager influences as a behavior model and so should attend continually her own engagement. (self-assessment, partnering with other managers, an engagement coach…)
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