Research confirms that downtime regularly interspersed into our working lives raises our energy and ability to focus. We live in a 24/7 world, so leaders must actively work on shielding their people from work "alerts" during their time off. Engagement rises when employees can disengage at night and on weekends.
Bovo-Tighe unlocks and unleashes the full contribution of the people and teams with whom we have the honor to work. We awake their passion for excellence, align that passion with the strategic vision, and measurably raise productivity and profitability. Here are the organizations with which we had the privilege to work in 2017.
If you as an employee don't like the level of engagement within your organization, go out and make some of your own! You may find your boss responds pretty positively to such initiative, and would welcome the chance to work with you to guide it in productive directions. You may find fellow employees following your lead, too.
Has your group or team been able to restructure your collaborative problem-solving behaviors to keep them focused, aligned and biased towards action? Can you make decisions in a timely matter and yet still guarantee full inclusion of all diverse points of view? Is every contribution valued and considered, or do the louder or more senior voices tend to dominate the discussion? How do you embed collaborative, inclusive mindsets within your team? Click through for some ideas from which to launch fresh thinking about this.
Organizations are pretty darn good at launching new initiatives, and sharing vision. They have (by now) recognized that clear, transparent communication of the mission is a cornerstone of employee engagement. Building trust and valuing truth in all its forms also get thumbs-up from senior managers. Yet, the high levels of employee engagement that an enterprise needs to materially improve productivity remain elusive. Why? In our experience, it is while traveling “the last mile of employee engagement,” all the way down to the point where the products are made and services delivered, that the initiatives run out of gas.
We close leadership gaps here at Bovo-Tighe. Our experience tells us that one big leadership gap is found in the way organizations foster leadership. Effective leadership development is not merely a function assigned to the HR department and checked in on occasionally; it is a core survival function within any organization: Too many organizations consider leadership development a tactical element of other strategic imperatives, rather than as a core strategic imperative in its own right. Does your organization put leadership development at the center of its strategic plan?
Annual performance reviews get a bad rap, largely because they are "annual." The way to take the agony out of the review, and inject benefits, is to toss out "annual" but keep the rest. Performance reviewing is a critical priority for every manager who aspires to lead effectively: You cannot raise productivity without constant constructive critique of every employee's work. It must happen every day, not once a year. Nothing should be riding on the results of an "annual" review. Right now everything does, which raises stress and reduces productivity.
OSHA violations point to areas of lapse in the safety regimes of organizations nationwide. The annual release of the top cited violations can guide any company to go look for areas of improvement. Our point is, make sure to start with the employees involved. They will have better solutions already in mind than the managers involved, and are probably sitting on them and not sharing because these employees are not fully engaged in the company's mission. Safety records improve almost magically once an organization truly emphasizes employee engagement.
A case study about GE Appliances by the Lean Enterprise Institute highlights the critical need for intensive employee engagement to make process improvement work. All players in a successful enterprise (Sales, Executives, Operations, et al.) can create an organization that better meets the needs of its target customers through constant and intensive collaboration. We have seen this work time and again. Why more organizations don't engage with their talent base boggles our mind.
Gallup's latest global survey results confirm that organizations have done a poor job of moving the needle on employee engagement, even with the measurable gains in productivity obtainable by investing in better engagement. This is a leadership gap that best-in-class enterprises use to their competitive advantage: Engaged employees contribute at higher levels than their peers at competitors, so investments in raising engagement have real ROI!