I’ll admit that I entertain a delusional fantasy once in a while. Because so much has been written and communicated about the impact of employee engagement in publications like the Harvard Business Review and The Wall Street Journal, I start to believe that maybe all executives have finally gotten it. That we are past having to explain and justify why engaging employees matters.
But then I get snapped back to reality by a conversation with someone who’s struggling with a leader who still thinks engagement is an HR thing, or worse, something unworthy of time and investment.
In order to create an engaged organization, you need engaged leaders. Those leaders must be committed to investing time and resources to create the right kind of work experience for employees. There is no path to a best place to work for employees that travels through disengaged leadership.
If you are faced with a leader or leadership team that’s not fully onboard with engagement, that’s an obstacle you must overcome to succeed in creating an engaged workplace. The first step is to diagnose what you are up against. In my experience, there are a few different reasons that leaders will push back on employee engagement efforts.
Here are a few common ones.
Knowing what you are up against is a critical first step to making progress. Working with executives is usually about shifting mindsets. When you can help them understand and think about engagement as a means to drive performance and innovation, then you’ll start having different and more productive conversations.
If you are currently doing this work, bring your questions and challenges to the “Ask Me Anything” webcast I’m joining on May 16 with AchievEE. This will be an interactive session where we’ll talk strategies and tactics for shifting executive mindsets about engagement. And, I’ll field as many of your questions as I can during our hour together.
Register here. It’s free. I hope you will join me.