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Employee Engagement, are you doing it well….enough ?

Managers: Fit for purpose and value adding now; and in the future?

Employee Engagement in actionThe quality of employee engagement is invariably a consequence of the management team’s’ technical knowledge, behaviours and people skills. Often less than it could be as some managers may have been appointed because of their technical excellence; with but a glance as to their people interaction skills.

A solution is simple, but just not easy. Create an initiative that will raise the people skills of every manager in the organisation. No exceptions; mandatory involvement from top to bottom by:-

  • The announcement of the initiative and the benefits expected.
  • Involve all managers in creating and publishing “what are the people responsibilities of managers in our organisation” statement.
  • Design and use a 360 degree survey for each manager; scored against the skills and behaviours to be found in the Job Description.
  • Determine what are the key skills and behaviours required by managers and create a template to measure a manager’s current performance against those skills. This example is for Leadership;
    • Leadership– An ability to create a vision and inspire others to realise it, irrespective of circumstances. 
    • Positive indicators
      • Gives staff a clear sense of direction and purpose.
      • Can motivate people to “buy into” plans, projects and ideas.
      • Creates a sense of responsibility amongst staff
      • Understands people’s needs, motivations and expectations.
      • Keeps in touch with how staff are feeling.
      • Creates an environment in which people support each other.
      • Demonstrates to staff a willingness to champion their ideas and views.

      Negative indicators

      • Is vague about objectives, expecting staff to interpret what is wanted.
      • Appears to have no commitment beyond carrying out handed down policies.
      • Does not maintain a consistent vision.
      • Remains remote from staff and makes no effort to understand their needs motivations and expectations.
      • Does not allow staff to operate autonomously.
      • Demotivates people or causes division.
      • Unwilling to support ideas and views of staff.

      Leadership Score; 10 being High   ___

      Evidence your score; Use your own words or those from the above, identify the most positive and negative actions that support your score:-

      Other skills to be measured could include:-

      • Influencing & Persuading – An ability to present sound and well-reasoned arguments to convince others.
      • Communication – The ability to get one’s message clearly understood by adopting a range of styles, tools and techniques appropriate to the audience and nature of the information.
      • Managing Relationships – Able to build and maintain effective working relationships with a range of people.
      • Judgement– Demonstrates balanced and objective judgement based on a thorough understanding of operational guidelines, customer needs, business and team objectives.
      • Resilience – Can maintain personal effectiveness by managing own emotions in the face of pressure, setbacks or when dealing with provocative situations.

      The habit of structured, formal, regular, personal performance feedback for all team members may well be the action that separates great managers from good managers. They have discovered the Holy Grail of organisational success “It’s the people stupid ….the rest is just stuff.” If you need some help on this plaese contact us.

      Consider stop using the dark phrase Performance Management, and focus on helping all the people to be the best they can be; all the time.

Mike Bennett
Founder & Principal Partner Broxburn Drive
We change Organisational Performance by improving Strategic Direction, Brand and Culture, Process and People.

  1. Do People shape the Numbers: or do Numbers shape the People?
  2. The Flight Plan: Rules for flying in formation.
  3. Team Leaders: Being the best they can be; and able to help others to be the best they can be.
  4. The Fork in the Road: Getting comfortable with the discomfort of doing the right thing.
  5. Team Leaders: Remaining fit for purpose and value adding now; and in the future.

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