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The Business Case for Engagement

The statistics on workforce engagement are shocking. This is an even worse scenario than the old joke in which a manager is asked how many people work in his company and he responds, “About half of them.”

According to research, only 29 percent of employees are motivated and energized. What, then, is happening to the other two-thirds of the people working in organizations?

Deloitte's Global Human Capital Trends 2015 reported that 3,300 global leaders in 106 countries said their #1 priority in 2015 was employee engagement; and 87% of top business leaders rated the lack of employee engagement a top issue.  Still need convincing?

The news isn't all bad.  Engagement levels have risen 2% points between since 2011 and 66% of HR professionals reported they are updating their engagement strategies for 2015. 

 

What is causing all these people to lose their enthusiasm and commitment?Almost everyone joins an organization with engagement.  What is it that extinguishes that initial engagement after the first few years of working in an organization? Here are some possible causes:

  • Little or no feedback or guidance from those in charge
  • Lack of opportunity to discuss problems
  • Lack of opportunity to provide ideas and input
  • Lack of resources to solve problems or to do a job well
  • Little or no reward or recognition
  • Little opportunity to develop one’s potential
  • Pressure to perform and achieve more with less
  • Lack of opportunity to interact socially
  • Interpersonal conflicts left unresolved
  • Little joy or humor except for office gossip and cynicism
  • Stress in balancing work and home responsibilities, leading to energy depletion

The Gallup Management Journal’s semi-annual Employee Engagement Index puts the current percentage of truly “engaged” employees at 29 percent. A majority of workers, 54 percent, fall into the “not engaged” category, while 17 percent are “actively disengaged.”

Here is how the Gallup Organization further defines these three types of employees:

  1. (29%) Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.
  1. (54%) Not-engaged employees are essentially “checked out.” They’re sleepwalking through their workday, putting in time—but not energy or passion—for  their work.
  1. (17%) Actively disengaged employees aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish.

Employees who are not engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with their coworkers.

The way to get people to become a part of an organization is through relationships. Employees who feel disconnected emotionally from their coworkers and supervisor do not feel committed to their work. They hang back and do the minimum because they don’t believe anyone cares. These employees "lower the bar" for themselves by doing the least amount of work necessary.

Managers need to demonstrate a sense of really caring about employees and what’s important to them. Managers can help employees refocus on the demands of their roles and on the skills, knowledge, and talents they bring to their jobs. The manager who takes the time to have a dialogue about an employee’s strengths, and how these can make a difference forges essential ties and connections that lead to employee commitment.

Reflection Questions

 

Are you an emotionally intelligent and mindful leader who has regular coaching conversations with employees? Do you lead with warmth and competence demonstrating that you truly care about each individual tapping into their intrinsic motivation?

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders. 

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader. 

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindfulleadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time, Forbes and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, more stress resiliency, and helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

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