Five Habits That Lift Engagement
Over the last eight years, I’ve worked with a range of organisations and leaders, some for a considerable period of time.
I’ve seen their employee engagement scores improve. I’ve also seen them deliver greater value to the business.
So what have these leaders done?
There are five things that consistently stand out.
1. Communicate Regularly
Great leaders communicate consistently.
They establish a rhythm, often on a particular day and time each week. It might be a video, an email or another form of communication.
The format can change, but the commitment doesn’t.
People want to know what is happening, where the organisation is going and why it matters.
2. Make One-to-Ones Count
These leaders commit to regular one-to-ones with their direct reports.
Importantly, they listen more than they talk.
They want to understand what's important to the individual, what they need and what might be getting in their way.
They then connect that conversation back to the bigger picture and demonstrate the value that individual and their area of responsibility brings to the organisation.
3. Create Strategic Clarity
A cornerstone of these leaders’ approach is a series of structured offsites.
The first phase is Strategic Clarity.
Where are we going? Why is it important? What are we trying to achieve?
Leaders give their people the opportunity to understand the direction, ask questions and process what it means for them.
Clarity creates the foundation for everything that follows.
4. Build Connection
The second phase is Connection.
Once people understand where they're going, the question becomes how they work together to get there.
The focus is on relationships, collaboration and connection across the broader organisation.
Sometimes this also means bringing other people into the conversation, creating stronger relationships between teams and breaking down organisational boundaries.
5. Develop Capability
The third phase is Capability.
What capabilities do we need to deliver our strategy?
These leaders publicly commit to development programs and provide opportunities for people to practise new skills and knowledge in their roles.
But capability is also about organisational renewal.
Sometimes roles need to change. New roles may be required. Others may no longer be needed.
The goal is to have people who are both committed and capable in the roles that matter.
Someone who's committed but not yet capable can be developed.
Someone who's capable but not committed may require a different decision.
None of these five things are particularly complicated.
But they require consistency, genuine interest in people and, at times, the courage to make difficult decisions.
The result is stronger engagement and greater value to the business.
For me, the three-part offsite of Strategic Clarity, Connection and Capability is one of the most effective ways to bring this together.
It's also an area of expertise that many of my clients have used me for.
If you’d like to explore what this could look like for your leadership team, feel free to reach out.
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