Unleashing the full capacity of your people

Employee Engagement is a Two-Way Street

Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.

Wes “Scoop” Nisker engaging with an audience. “Go out and make some of your own” engagement at work.

Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff.

However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully.

What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

I find a method outlined by Marshall Goldsmith useful in capturing how to view engagement from the employee’s perspective. In short, you flip the script of how you talk about it, challenging the employee to adopt a mindset of self-engagement. No more passively waiting for the company to engage you (entitlement). Go out and make some of your own engagement without asking permission (initiative).* Goldsmith turns the usual questions about how the company needs to support or engage the employee around: What has the employee done to improve engagement and find meaning within their own job?

Here are the six rephrased questions that Goldsmith recommends that you ask yourself as an employee, at any level of responsibility:

  • Did I do my best to set clear goals?
  • Did I do my best to make progress toward goal achievement?
  • Did I do my best to be happy?
  • Did I do my best to find meaning?
  • Did I do my best to build positive relationships?
  • Did I do my best to be fully engaged?

How would you answer these questions at the end of each week?

All this said, if every employee went out and made some engagement of their own, it might result in engagement chaos, with lots of misdirected energy working against itself. The engagement process does have to be channeled by leaders towards organizational goals (“aligned, passionate action” as we say at Bovo-Tighe.) But with self-engaged employees, more leadership time can be spent on channeling effort than generating effort. That’s a manageable problem for a leader to have!

Note: A version of this post appeared on Dave Tighe’s LinkedIn profile.

How may we help team CTA*This phrase riffs on the catchphrase of a one-time news reporter for the radio station KFOG in the Bay Area named Scoop Nisker. He ended each (somewhat irreverent) news set with “If you don’t like the news, go out and make some of your own!” The corollary is clear: If you as an employee don’t like the level of engagement in your organization, go out and make some of your own! You may find your boss responds pretty positively to such initiative!

 

Tags: , , , , ,

Related posts

Memorial Day – A Day of Remembrance and Reflection

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe Wishes You the Best of All Possible New Years!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Fix Employee Disengagement in 2017

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The Leadership Habit Changes You Need for 2017

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The Power of the Compliment as an Engagement Tool

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

On Memorial Day – Remembrance and Acknowledgement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Help Employees Build a Productive Culture

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

In Leadership Development, Results Should Trump Methodology

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Situational Leadership Skills? Such Agility is a Natural Result of Good Training

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The Role of Well-Being in Sustaining Workplace Performance

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Brooke Bovo Featured Speaker at TTISI Winter Conference

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership Kick-Start for 2016 – Engage!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

10 Lists to Muse About When Starting the New Year

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Raise Productivity in 2016 Using Team-Based Employee Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Team Leaders Use the Power of Truth to Align Motivation With Mission

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Happy Thanksgiving from All of Us at Bovo-Tighe

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The Smart Way to Ask Stupid Questions

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The Manager as Teacher

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Employee Engagement is Not Fun!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The Human Aspects of HUET Programs – OPITO Abu Dhabi

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Workplace Zombies that Drag Down Productivity – Beware!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Four Leadership Tips to Make November More Productive

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo Tighe Boosts Productivity by Raising Employee Engagement – Team by Team

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The ROI of Team Engagement – How to Measure?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

How Well Do You Grow Future Leaders?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Challenge Negative Mindsets When Pursuing New Ideas

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

A Fresh Start on Performance Reviews: Alere Sets a Great Example

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Generation Xers are Today’s Leaders – Invest in Them

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

How Can Your Words Build or Break Trust With Co-Workers?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The Lemonade of Employee Turnover

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Google Survey Connects Workplace Flexibility to Morale – No Surprise There!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

You Will Not Engage Every Employee – Nor Should You

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Make August Your Personal Rejuvenation Month

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The Unbiased Opinion is a Myth. Discard It.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Time to Act Civilly at Work? Professor Porath Says It Pays Off.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

When Motivating Employees, Do Words Get In the Way?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

How to Sell Senior Executives on the Value of Talent Development

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Temporary Project Teams Need Scaffolding to Work Well

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

On Memorial Day – Remember and Acknowledge

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

To Manage or To Lead – That is the Question

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Break Conversational Habits to Break Out of Ruts

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Schedule that “Thirdly Review”!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Make Spring Fever a Productive Force at Work

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Change Happens Inside Out – Driven By Middle Managers

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Hiring Outsiders Costs Money. Save it by Investing in Human Development.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

How Quickly Does Your Culture Sub-Optimize New Talent?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

How Do You Fix a Jerk at Work?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Valentines Day Marks the Halfway Point in Q1 – How Are Your Leadership Resolutions Fairing?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

More Grist for the “Why Are Employees Not Engaged” Chat Mill

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership Tips for Kicking Off 2015

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

In 2015 Employee Engagement Will Look Like It Did in 2014…and 2013…

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Employee Engagement Must Address Professional and Personal Performance Factors

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

January Leadership Advice Deluge has Begun! Resist the Urge to Read It All.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Happy Holidays from Bovo-Tighe!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

2014 is Done – Time to Kick-Start January

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Sweat the Small Stuff Says Rory Sutherland in a TED Talk – This is What Bovo-Tighe Does for You

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Happy Thanksgiving from Bovo-Tighe

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Just Twenty Working Days ‘Till Christmas – What Can You Get Done???

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Defend Human Development Investments Strategically

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Be Great to Work With

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leaders Must Still Manage. You Don’t Get Off That Hook!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

It Takes Time to Change Employee Habits – And Lots of Support.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Employee Recognition – Easy to Say, Hard (it seems) to Do

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Misguided Advice from Monster about Aspiring to a Leadership Role

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Master the Art of Questioning (and Listening) to Better Raise Productivity

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Kick-Start Your Team’s Productivity Push for Autumn

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leaders Master the Art of Questioning to Raise Employee Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Halogen Software Offers Sample Comments for Performance Reviews. We Disapprove!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Asking Silly Questions Makes You Smarter

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Employee Engagement is Personal, So Personalize Your Approach

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Maslow’s Hierarchy and Employee Engagement – Make the Connections!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The Case of the Market Basket CEO – Leaders Who Care Get Strong Employee Support

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leaders: Spend More Time Leading People and Less Time Doing Stuff

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Take Steps to Run Better Meetings – Walk While You Talk

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Employee Engagement is Really Simple – But Does Take Energy and Focus

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Great Leaders See Themselves as Others See Them – And Engage Better

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Sayonara June! Hola July! Time for Mid-Year Resolutions.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leaven Your Positive Leadership Outlook With Real-World Negativity – Pursue the Truth!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Reset Your Leadership Mindset for the Next Six Months

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Great Leaders Make Life Better for Their Followers

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Defend No Process – Defend the Mission Against Old Processes

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

How to Maintain Workplace Productivity During the Summer Vacation Season

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

A More Productive Mindset for Work in Six Steps

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

A Great Set of Productivity Tips – Read This Instead of Facebook at Lunch Today

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Honor the Last Full Measure of Devotion on Memorial Day

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

As a leader, you will get angry – How you handle that anger is critical to team productivity

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Middle Managers Can All Lead – If You Show Them How

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Never Assume: Pursuit of Truth Makes Decision-Making Better

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The Last Mile of Employee Engagement is the Hardest to Travel

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

We Love the Energizing Month of May

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Transformational Leadership Skill Spring Shape-Up

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Still Pushing Employees to the Brink: A bad habit from the Great Recession.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Toyota Agrees: Machines Don’t Innovate – People Do.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership Development Gaps Expose a Lack of Strategic Commitment

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

“Overnight” Organizational Change Takes Great Long-Term Leadership

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

A “Lucky Seven” Set of Tips for the Freshly Minted Leader

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Does Your Online Presence Promote You?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leaders Don’t Pick Winners: Develop All of Your Team Members

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

May the Wind be at Your Back this St. Patrick’s Day

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership Lessons for the Ides of March

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Our Foundations of Excellence Refresher

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Great Conversations Build Employee Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

i4cp Research Isolates Six Key Employee Engagement Factors

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Tap Untapped Talent You Have Already Hired

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Each Great Leader is Unique, But They All Engage

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Annual Performance Reviews Should be the Icing not the Cake

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Resources We Rely On for New Ideas about Employee Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Machines Don’t Innovate: People Do.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Hide From Your Manager to Get More Done!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership Quotes to Get Your Mind Set for February

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership Development Does Not Have to Cost an Arm and a Leg

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Brooke Bovo at TTI Winter Conference: Love Your Clients, Not Your Expertise

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Why Does Leadership Development Fail to Create Great Leaders?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

New Year Resolution: Make a Habit of Your Productive Mindset

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

OSHA Discloses Most Common Workplace Hazards – The List Remains the Same

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership Lessons from Scrooge and the Grinch

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Merry Christmas from Bovo-Tighe

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Holiday Employee Gifts that Cost Little More Than a Bit of Your Time

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Books to Inspire Great Leaders Include Goodwin’s “Team of Rivals”

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

A Culture of Agility Requires a Commitment to the Pursuit of Truth

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Lean Manufacturing Demands Fully Engaged Employees

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Happy Thanksgiving from Bovo-Tighe

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Rob Markey of Bain and Co.: Employee Engagement Rocks!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Flexible Job Schedules Can Win Employee Loyalty

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Employee Engagement a Strategic HR Imperative for 2014

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Maintaining Work-Life Balance During the Holidays

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The Paradox of Employee Engagement: It Works Yet Few Companies Try

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Remember Veterans on Veterans Day with a Heartfelt Thank You

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Defuse the Gunpowder Barrel with Sustained Employee Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Happy Halloween from Bovo-Tighe!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

How Pessimists Keep Optimists in the Black

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Gallup Employee Engagement Results Not Budging

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Stop Being Nice at Work? Not So Fast!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Three Leadership Tasks That Unleash Team Productivity

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

What Prevents Teamwork From Adding Value?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

How Can You Make a Vacation From Work Truly Stress-Free?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Time Off is Restorative – Organizations that Don’t Encourage It Lose Out

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Have Employees Track Their Own Successes to Raise Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

A Quick Cost/Benefit Analysis of Employee Training and Development

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe Participates in 2013 CLO Forum

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Labor Day in the U.S.: A Connection to Employee Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Great Employee Engagement Starts by Asking a Lot of Questions

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership Inspiration for a Hot Day in August

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Employee Engagement Remains Elusive: You Are the Problem and the Solution

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

More Thoughts on the Great Value of Middle Management Leadership Training

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Working from Home Does Raise Employee Engagement, if Done the Right Way

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Define leadership more broadly. Anyone can lead, at any level.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Engaged Employees Accumulate Business Acumen

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Engaged Employees Honor the Pursuit of Truth – And You Should Value That Trait

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe Presents Dole Case Study at HR Star Conference

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Build a Corporate Culture that Embraces Change

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Happy Independence Day

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Celebrating Failure? You Bet! How Else Can You Learn New Stuff?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

CEOs Must Foster Culture Based on People – Not Process

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Gallup Confirms the American Worker Remains Unengaged

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe Senior Consultant Steve Eddy Honored at the University of Nebraska

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Is it possible to be overworked and underutilized?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Create Great Leaders in Your Organization

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Retain Talent by Fostering Professional and Personal Growth

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership Starts with Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Take the Time to Say Thank You to Those Who Died Defending Us

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

When Should You Micromanage Employees?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership in Public Management

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Time to Rehire Yourself?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Of Lollipops and Leadership

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Why We Love May at Bovo-Tighe

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Are Millennials Really Different About Job-Hopping?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe and Harvard Business School Are On the Same Page

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Lessons on Leadership from Britain’s Royal Navy

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Raise the Meaning Quotient for Employees to Raise Productivity

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Employees Can Only Manage Their Time if the Organization Lets Them

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Social Media Collaboration is Shaking Up How Employees Engage with Each Other

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Goal Alignment Takes Work and Communication that Counts

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Our Philosophy about the Pursuit of Truth Includes Your Health

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Three Key Drivers of Employee Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

March Madness is a Leadership Moment

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

May the road rise to meet you on this St. Patrick’s Day.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

QBQ works well with the Bovo-Tighe Foundations of Excellence philosophy

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership Tales from Top People – Courtesy of LinkedIn

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Marissa Mayer Should Focus on Employee Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Accelerative Learning Article Now Posted on eZineArticles.com

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Drop Your Information Filters to Boost Engagement with Fellow Employees

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

More Thoughts on How to Engage Employees

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Quotes that make you think – Are you open to the truths you need to hear?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Passion at Work: Nurturing it Starts the First Day of Employment

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Stephen Covey: A Truly Inspirational Force for Innovation in Human Development

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Summer Thoughts on the Pursuit of Truth

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Employee Dissatisfaction Still the Norm in 2012 – Therein Lies Opportunity!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Exploring 8 Rules for Creating Passionate Corporate Cultures (Round Three)

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Stop Hating Meetings: Fix Them Yourself!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

New Bovo-Tighe Article on eZineArticles.com about Better Meeting Practices

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Employees are Consumers of Corporate Culture: They won’t “buy in” until you earn their trust!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

101 Steps Towards Better Leadership

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Transformational vs. Transactional Leadership: A Worthy Distinction

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The Cure for Bad Meetings: Pay Attention and Contribute!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Caring for Your Employees Unlocks Great Productivity

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership Behavior Can Stifle Productivity – Even Unintentionally

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership: Its Trappings Lead Good People Astray

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Information Underload: Bad for Employee Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Zen and the Pursuit of Truth at Work

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Client News: Shell Sets Record for Deepest Oil and Gas Well

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

How Kingsford Charcoal Taught DuPont a Thing or Two About Employee Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

How Kingsford Charcoal Taught DuPont a Thing or Two about Employee Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Workplace Time Wasters: Facebook vs. the Two-Martini Lunch

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Dumb Things Bosses Do

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Dumb Things Bosses Do

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe Client Newsletter October 2011

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Steve Jobs: A Born Visionary Who Learned to be a Leader

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Old United “Speech” Ad Still Resonates Strongly in the Digital Age

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Power Breeds Overconfidence in Leaders

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Do You Know All the Facets of Employee Engagement?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Coaching for Senior Executives Must Come Up From Subordinates

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe’s September Client Newsletter – 2011

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe Client Newsletter – Summer 2011

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Presenting at the National Property Management Association Annual Education Seminar

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe connects with the HR community at the HR Star Conference

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Book Review: How to be Happy, Dammit!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe Client Newsletter June 2011

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

One-Foot-Out-the-Door Disease is Bad for Productivity

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

How best to make leadership training truly work? Never stop!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe shares a snap-shot of its ongoing work on Alaska’s North Slope

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leadership: It all starts with you

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe Newsletter May 2011

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe at the Offshore Technology Conference

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

We applaud our client, the Elizabeth Glaser Pediatric AIDS Foundation, on their Webby Award

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Technoserve extends its initiatives in Africa by leveraging Bovo-Tighe expertise.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Irrational Decision-Making: Embrace the Human Factor!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Performance Management Needs to Recover its Mojo

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

A standing ovation for an active client, Technoserve, which helps poor communities thrive worldwide!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe’s March 2011 Client Newsletter

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The Bombardier Case Study: Successful Commitment to Employee Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Talent Management: All agree we need it. Few act on it.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Talent Management: A Strategic Imperative with little actual support

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

On Performance Reviews: The Urge to be Better-than-Worst Raises Productivity

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Influence Competence: Effective Employee Engagement Skills Under a New Name

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Talent Management: How It Helps With Crisis Management

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Employee Engagement: Have you thought about ice cream?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Tasked with Corporate Training? Seek Outside Help

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Changing Corporate Mindsets is the Critical Path to Cultural Change: Now We Have Research to Prove It!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe explores Kazakh Psychologies of Achievement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Corporate Cultures: Bottom-up change is best.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Are people truly your company’s best asset? Can you prove it?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Compensation Plans vs Employee Emotion

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Pay-For-Performance versus Full Engagement

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

On Leadership: Would you work for yourself?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Employee Engagement is simply the Foundation for Excellence

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Why doesn’t employee training work better?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Change Management: The entire organization needs to participate

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Fostering Innovation: HR Must Lead the Way

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

About that left brain-right brain split: It doesn’t happen.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

With Leadership Development: Are We Smarter that Fifth-Graders?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe’s January 2011 Client Newsletter

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Corporate Flu Epidemics: What Sort of Infectious Attitudes Do You Spread Around?

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Bovo-Tighe December Newsletter

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Change employee behavior by changing their bad habits.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Be the first on your block to re-engage your employees.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

What successful transformations share

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The psychology of change management

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

“engagement” and “fun”

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Performance Reviews done well require great communication.

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

No One Ever Improved by Having Their “Performance Reviewed Annually”

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Meetings That Rock!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Failed IT Investments – Consider People Aspects Before Purchase!

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Workers Are Lazy Ingrates, Say Evil Bosses

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

The irrational side of change management

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

How to incorrectly use ‘Management By Objectives’

[caption id="attachment_1277" align="alignright" width="150"]Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work. Wes "Scoop" Nisker engaging with an audience. "Go out and make some of your own" engagement at work.[/caption] Employee engagement math is pretty compelling. If you estimate that marginally engaged employees are currently contributing 60% of their potential output, raising that productivity rate to 80% through engagement initiatives returns a nice 25% boost to productivity without adding a single person to your staff. However, engagement is a two-way street. The employer’s need is clear, but to achieve the gains the employees must also see a value in raising their engagement. These values can be monetary, but most come from greater personal fulfillment. If employees decide that they do want to derive more meaning and satisfaction from their own work, they will be open to your efforts as a leader to engage them more fully. What do those employee-centered engagement steps look like? What mindset should an employee adopt to “engage with the engagement process?” How do they motivate themselves to consistently stay engaged, so that you as a leader do not have to hover over each employee to keep each one engaged?

Leave a Comment

Leave a Reply

Your email address will not be published.




Top