Unleashing the full capacity of your people

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

Young Leaders Group

A productive work team drawn from multipe functional areas – fully engaged!

Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:

  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.

Let’s keep the program simpler in scope:

  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Employee engagement happens best between people, one interaction at a time. It is strategic in intent, to foster aligned passionate action focused on the organizational mission. But it is a day-to-day tactical challenge to implement. It happens between people every day, in every conversation in every office and hallway. It is also independent of specific operational goals. You need an engaged workforce whatever your mission is.* *An engaged team of people is primed and ready to deal with change, because they are going to tackle it together, and the organization has already taken the engaging steps of involving its people in the change development process.

How may we help team CTAThe most meaningful boosts to engagement happen in the relationship that grows between boss and subordinate. It is telling that most people cite “a poor boss” as their primary reason to quit a job. We would translate that to “a poor relationship with their boss”: The two of them could not forge a positive working relationship:

  • The boss fumbled his or her engagement efforts (through ignorance or lack of desire).
  • The subordinate did not clearly communicate his or her frustration in a way that motivated the boss to find constructive solutions.

Go ahead and run surveys to measure the current state of engagement in your organization, but don’t wait for the survey results to be gathered and analyzed before kicking off the initiative to make all of your managers better leaders. You know it has to happen. You don’t have to wait for a survey result to confirm what endless industry research has already confirmed!

  • We already know that most organizations have not yet embedded good employee engagement mindsets in the heads of their managers, and need to do so if they wish to maximize the contributions of their employees.
  • Don’t waste a lot of time leveraging the results of surveys to justify the need for employee engagement skill development
  • Without habitualizing effective employee engagement skills in your managerial ranks, we guarantee that you will leave a lot of employee energy and creativity untapped.

The best employee engagement techniques are pretty darn simple to outline. They boil down to:

  • Treat people with respect
  • Demand that they treat others with respect
  • Keep work issues separate from ongoing relationships
  • Involve employees in program development beyond their particular role. Get their valuable input infused into the decision-making process
  • Tie their role clearly to the future success of the company
  • Recognize their contributions early and often

How you do all this is less important than simply making it a priority that you stay focused on making sure these factors happen consistently.

The hard part is making these approaches become habitual leadership behaviors, which takes nothing but practice, practice, practice!

Have you struggled to embed the leadership habits that naturally foster higher employee engagement? Are you effective in some areas, but still fail to focus on the others? What progress can you report in raising engagement within your own team?

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
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  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
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  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
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Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
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  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
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Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
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  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
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  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Four Leadership Tips to Make November More Productive

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Aberdeen Research Finds Connection Between Employee Engagement and Customer Satisfaction

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

The ROI of Team Engagement – How to Measure?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

How Well Do You Grow Future Leaders?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Challenge Negative Mindsets When Pursuing New Ideas

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Generation Xers are Today’s Leaders – Invest in Them

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

The Lemonade of Employee Turnover

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Employee Engagement is a Two-Way Street

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

You Will Not Engage Every Employee – Nor Should You

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Make August Your Personal Rejuvenation Month

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

The Unbiased Opinion is a Myth. Discard It.

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

When Motivating Employees, Do Words Get In the Way?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

How to Sell Senior Executives on the Value of Talent Development

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Temporary Project Teams Need Scaffolding to Work Well

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

To Manage or To Lead – That is the Question

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Break Conversational Habits to Break Out of Ruts

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Schedule that “Thirdly Review”!

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Make Spring Fever a Productive Force at Work

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Change Happens Inside Out – Driven By Middle Managers

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

How Quickly Does Your Culture Sub-Optimize New Talent?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

How Do You Fix a Jerk at Work?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Dave Tighe Joins Writers on LinkedIn as Employee Engagement Expert

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Leadership Tips for Kicking Off 2015

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Employee Engagement Must Address Professional and Personal Performance Factors

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

McKinsey Offers Evidence: Senior Executives Still Struggle With Leadership Habits

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Happy Holidays from Bovo-Tighe!

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

2014 is Done – Time to Kick-Start January

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Happy Thanksgiving from Bovo-Tighe

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Defend Human Development Investments Strategically

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Be Great to Work With

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Misguided Advice from Monster about Aspiring to a Leadership Role

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Honda Waigaya and Outward Bound – Lessons in Patient Leadership

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Kick-Start Your Team’s Productivity Push for Autumn

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Leaders Master the Art of Questioning to Raise Employee Engagement

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Asking Silly Questions Makes You Smarter

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Employee Engagement is Personal, So Personalize Your Approach

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Take Steps to Run Better Meetings – Walk While You Talk

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Confident Leaders Keep Arrogance at Bay With a Dose of Humility

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Reset Your Leadership Mindset for the Next Six Months

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Great Leaders Make Life Better for Their Followers

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Defend No Process – Defend the Mission Against Old Processes

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

How to Maintain Workplace Productivity During the Summer Vacation Season

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

A More Productive Mindset for Work in Six Steps

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Honor the Last Full Measure of Devotion on Memorial Day

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Middle Managers Can All Lead – If You Show Them How

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Never Assume: Pursuit of Truth Makes Decision-Making Better

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

The Last Mile of Employee Engagement is the Hardest to Travel

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

We Love the Energizing Month of May

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Transformational Leadership Skill Spring Shape-Up

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Leadership Development Gaps Expose a Lack of Strategic Commitment

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

“Overnight” Organizational Change Takes Great Long-Term Leadership

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Does Your Online Presence Promote You?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Leadership Lessons for the Ides of March

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Our Foundations of Excellence Refresher

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Great Conversations Build Employee Engagement

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

i4cp Research Isolates Six Key Employee Engagement Factors

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Tap Untapped Talent You Have Already Hired

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Each Great Leader is Unique, But They All Engage

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe Supports Shell in Launch of New Gulf Platform

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Annual Performance Reviews Should be the Icing not the Cake

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Resources We Rely On for New Ideas about Employee Engagement

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Machines Don’t Innovate: People Do.

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Hide From Your Manager to Get More Done!

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Leadership Quotes to Get Your Mind Set for February

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Why Does Leadership Development Fail to Create Great Leaders?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

New Year Resolution: Make a Habit of Your Productive Mindset

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Leadership Lessons from Scrooge and the Grinch

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Merry Christmas from Bovo-Tighe

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

McKinsey Highlights Slow Adoption Rate for Intra-Company Social Networks

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Lean Manufacturing Demands Fully Engaged Employees

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Happy Thanksgiving from Bovo-Tighe

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Flexible Job Schedules Can Win Employee Loyalty

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Employee Engagement a Strategic HR Imperative for 2014

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Maintaining Work-Life Balance During the Holidays

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Remember Veterans on Veterans Day with a Heartfelt Thank You

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Defuse the Gunpowder Barrel with Sustained Employee Engagement

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Happy Halloween from Bovo-Tighe!

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Minga Foundation Ups Productivity by Raising Awareness of Personal Motivators

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

How Pessimists Keep Optimists in the Black

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Gallup Employee Engagement Results Not Budging

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Stop Being Nice at Work? Not So Fast!

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Aberdeen Report Finds Competitive Advantage for Companies that Improve Hiring Processes

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Three Leadership Tasks That Unleash Team Productivity

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

What Prevents Teamwork From Adding Value?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Have Employees Track Their Own Successes to Raise Engagement

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

A Quick Cost/Benefit Analysis of Employee Training and Development

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe Participates in 2013 CLO Forum

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Great Employee Engagement Starts by Asking a Lot of Questions

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Leadership Inspiration for a Hot Day in August

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

More Thoughts on the Great Value of Middle Management Leadership Training

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Engaged Employees Accumulate Business Acumen

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe Presents Dole Case Study at HR Star Conference

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Build a Corporate Culture that Embraces Change

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Happy Independence Day

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

CEOs Must Foster Culture Based on People – Not Process

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Gallup Confirms the American Worker Remains Unengaged

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Is it possible to be overworked and underutilized?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Create Great Leaders in Your Organization

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Retain Talent by Fostering Professional and Personal Growth

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Leadership Starts with Engagement

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

When Should You Micromanage Employees?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Leadership in Public Management

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Time to Rehire Yourself?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Of Lollipops and Leadership

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

HubSpot and Netflix Offer Insights on Building Productive Organizational Cultures

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Why We Love May at Bovo-Tighe

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Are Millennials Really Different About Job-Hopping?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Lessons on Leadership from Britain’s Royal Navy

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Raise the Meaning Quotient for Employees to Raise Productivity

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Employees Can Only Manage Their Time if the Organization Lets Them

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Goal Alignment Takes Work and Communication that Counts

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Our Philosophy about the Pursuit of Truth Includes Your Health

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Three Key Drivers of Employee Engagement

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

March Madness is a Leadership Moment

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Leadership Tales from Top People – Courtesy of LinkedIn

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Marissa Mayer Should Focus on Employee Engagement

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Accelerative Learning Article Now Posted on eZineArticles.com

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Drop Your Information Filters to Boost Engagement with Fellow Employees

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

More Thoughts on How to Engage Employees

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Challenging “Accepted Wisdom” Unlocks Creativity and Productivity

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Summer Thoughts on the Pursuit of Truth

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Stop Hating Meetings: Fix Them Yourself!

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

101 Steps Towards Better Leadership

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Transformational vs. Transactional Leadership: A Worthy Distinction

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

The Cure for Bad Meetings: Pay Attention and Contribute!

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Caring for Your Employees Unlocks Great Productivity

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Leadership Behavior Can Stifle Productivity – Even Unintentionally

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Leadership: Its Trappings Lead Good People Astray

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Information Underload: Bad for Employee Engagement

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Zen and the Pursuit of Truth at Work

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe Client Newsletter – November 2011

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Dumb Things Bosses Do

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Dumb Things Bosses Do

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe Client Newsletter October 2011

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Power Breeds Overconfidence in Leaders

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Do You Know All the Facets of Employee Engagement?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Coaching for Senior Executives Must Come Up From Subordinates

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe’s September Client Newsletter – 2011

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe Client Newsletter – Summer 2011

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Presenting at the National Property Management Association Annual Education Seminar

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Book Review: How to be Happy, Dammit!

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe Client Newsletter June 2011

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Leadership: It all starts with you

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe Newsletter May 2011

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe at the Offshore Technology Conference

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Irrational Decision-Making: Embrace the Human Factor!

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Performance Management Needs to Recover its Mojo

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe’s March 2011 Client Newsletter

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

The Bombardier Case Study: Successful Commitment to Employee Engagement

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Influence Competence: Effective Employee Engagement Skills Under a New Name

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Talent Management: How It Helps With Crisis Management

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Employee Engagement: Have you thought about ice cream?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Tasked with Corporate Training? Seek Outside Help

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Corporate Communications: Keep an Equal Balance Between Ethics and Achievement

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe explores Kazakh Psychologies of Achievement

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Corporate Cultures: Bottom-up change is best.

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Compensation Plans vs Employee Emotion

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Pay-For-Performance versus Full Engagement

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

On Leadership: Would you work for yourself?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Employee Engagement is simply the Foundation for Excellence

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Why doesn’t employee training work better?

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Change Management: The entire organization needs to participate

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Fostering Innovation: HR Must Lead the Way

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe’s January 2011 Client Newsletter

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Bovo-Tighe December Newsletter

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Change employee behavior by changing their bad habits.

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

No One Was Ever Motivated by a Meeting

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Meetings That Rock!

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Corporate Mission Statements die on Plaques

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

Inhibit Intellectual Growth and Innovation in Your Company

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

How to incorrectly use ‘Management By Objectives’

[caption id="attachment_908" align="alignright" width="225"]Young Leaders Group A productive work team drawn from multipe functional areas - fully engaged![/caption] Too many organizations overthink employee engagement. Grand plans and “strategic initiatives” really get in the way of progress in connecting employees, and their energy, to the organizational mission:
  • Set impossible expectations of raising overall engagement to 100%, when moving from 60% to 80% is the more realistic goal.
  • Make employees roll their eyes and disconnect, as these grand gestures come and go with predictable frequency.
  • Make the problem worse rather than better, as starting and stopping can be more disengaging than sticking with the status quo.
Let’s keep the program simpler in scope:
  • Embed employee engagement as “Job One” in every manager’s performance criteria.
  • Leave the specifics of how to accomplish it open. Let managers experiment with constructive ideas of their own.
  • Keep it tactical – Have senior managers focus on developing and communicating a vision that clarifies the mission, and leave the details of how to engage each team to the team leader.
  • Provide leadership training that strengthens the interpersonal skills of every manager, as those are the skills that they must habitualize to effectively raise employee engagement.
  • Don’t obsess about getting the measurement right first. Engagement is a universal good in which you should be investing all the time. You don’t have to wait for survey results to come in to get started!

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