Over the last few days, I have never felt more useful at work.  My boss, his boss, a couple of SVPs, and the CEO himself all wanted something only my team and I could provide. Put that together with the fact that we had just 48 hours to get it done, a mandate to sweep across the organization and pull whatever talent we needed, and a material, meaningful, and well-understood PURPOSE driving everything we were doing, and what do we get? An OPPORTUNITY! A real, honest-to-goodness, authentic opportunity to make a difference. And, you know, that’s all I—and tell me if I’m wrong–most of us really want.

(“One man CAN make a difference, Michael”)

When I am working hard for something I can believe in, for people with the power to make use of what I do, then I am needed. And when I am needed, I am in control. All of the fear, angst, and anxiety I talked about in previous posts, melts away, leaving me with a renewed clarity of vision and purpose.  When I have all these things, I am in modern org buzzspeak, ‘engaged.’

If you’re working for a big company, then you’ve probably had to take an engagement survey at some point, maybe at lots of points.  Now more than ever, large companies want to move the needle on productivity: they have to show their shareholders they can eke out greater revenue per employee quarterly. The thinking is that if you cut your labor force by 20%, then you’ve upped your productivity by 25% automatically, right?  Hey, even better, why not halve the workforce?  The moment you do it, you end up with a 100% productivity boost, right?

(Here, Donald Trump shows us HIS attempt to drive productivity)

Well, not exactly.  The math is right but in the longer term (maybe by next quarter), when a workforce is decimated, people scramble for the hills. They don’t work, partly because they don’t know whom or even what to work for, anymore.  Think sailboat here: You can throw some things overboard to gain speed but if the weight you happen to toss consists of your sail and rudder, you’re as good as lost.

Traditional sailboat, Mozambique

Hold on to that sail! (Image: Steve Evans, Bangalore, India)

So, companies drop some weight and find they’re not seeing the gains their consultants promised them.  They figure something must be wrong with their employees. The wrinkle is that large companies are so out of touch with their employees, so disconnected from what it takes to excite and drive them, that they have to hire more consultants to tell them they have a problem with… drumroll please… EMPLOYEE ENGAGEMENT.

The consultants administer surveys, they pinpoint managers with ‘engagement gaps,’ and the managers in turn do what anyone would do in their situation: coach their employees to answer the questions in such a way that the managers don’t get hammered on the next ‘engagement pulse survey.’ Duh.

Managers, listen up. If you want to enhance engagement, it’s pretty simple: Give employees a chance to work on something meaningful, for meaningful people, and for a meaningful, transparent purpose, and they will be engaged. Oh, and one other thing, you might want to stop firing them so much.

In the next post, I’ll look at what we can do to STAY engaged (and not merely by the companies we work for).

Thanks for reading, and I would love to get your reactions to this…

-Mike Raven

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