Employee Engagement Writers


Employee Engagement Writers

This group is for people who write blogs, books, or other resources on employee engagement.

Members: 126
Latest Activity: Dec 9, 2014

Employee Engagement Writers

Do you write about employee engagement? If you do, this group is for you.

You may want to share some of your writing. Get feedback on early drafts from other members. Have other members help you find resources or determine research methods.

Discussion Forum

help on management report for CIPD - be gentle as im a beginner!

Started by Samantha Donague Jan 2, 2011.

Creating a Positive First Day for New Hires 4 Replies

Started by Anja Schuetz. Last reply by Anja Schuetz May 18, 2010.

Your favorite article on employee engagement? 1 Reply

Started by David Zinger. Last reply by Beth Smith Apr 16, 2010.

Comment Wall

Comment by Michael Kanazawa on March 26, 2008 at 1:22am
I'm happy to join this goup of writiers. As a brief personal introduction, a coauthor and I just launched our book BIG Ideas to BIG Results with FT Press/Pearson Hall. It is about strategy execution and corproate transformation and has several chapters focused squarely on employee engagement - which all of us here know is a key to making the bigger strategic moves. If you have an interest, you can learn more at www.bigideastobigresults.com. Please let me know what other types of writing projects people are involved in within our group here.
Comment by Robert Morris on March 27, 2008 at 5:12pm
Among all the books published in recent years, two are especially relevant to the on-going discussions of employee engagement between and among members of the EE Network: Fired Up or Burned Out and Terms of Engagement. Here are two brief excerpts from my Five Star reviews of them for Amazon and Borders:

“Many of those who get ‘fired up’ about a new job, a new assignment, a new promotion, etc. eventually become "burned out" by it. What we have in this volume, written by Michael L. Stallard with Carolyn Dewing-Hommes and Jason Pankau, is a remarkably thoughtful and sensitive examination of the causes and effects of this familiar workplace situation. Stallard observes that, ‘Although people generally enter their organizations fired up, over time most work environments reduce that inner fire from a flame to a flicker.’ Why? They lack ‘connection’ with others, especially with their supervisors and immediate associates. As a result, they have unmet needs; more specifically, to be respected, recognized, included and accepted.”

“Stallard goes on to suggest that ‘the lack of connection will gradually burn [employees] out. Organizational environments where connection is low or absent diminish [employees'] physical and mental health. They create a low level of toxicity that drains [their] energy, poisons [their] attitudes, and impacts [their ability and willingness] to be productive.’ It is difficult (if not impossible) to calculate the total cost of such a situation, including its impact on customer relationships and retention of valued employees. The potential damage and (yes) cost of a group's disconnection must be at least the number of people in a given group compounded by a factor of 3-5, if not greater.

* * * * *

“In his Foreword, Axelrod asserts that his ‘is the first book to challenge the widely accepted change management paradigm. It provides leaders at all levels of the organization -- all those who initiate, design,, and implement change -- with a set of principles for bringing about change in a turbulent world. It is not a methodology, nor is it a set of techniques; rather, it is a set of principles that everyone can fall back on when faced with new and different situations.’”

I highly recommend both books. Each is a brilliant achievement.
Comment by Robert Morris on May 2, 2008 at 1:42pm
At the monthly meeting of a business book breakfast club here in Dallas earlier today, Randy Mayeux provided a brilliant briefing on Big Think Strategy, at one point quoting author Bernd Schmitt on building support for a strategy: “Buy-in is a manipulative command-and-control system and everyone sees right through it…[because it] occurs top down through the corporate hierarchy [and employees] do not see the benefit and thus cannot make the strategy their own. Because there is nothing in it for them, their buy-in will be forced. Lack of motivation will be the outcome.” This observation is not always accurate, I realize, but it does suggest the importance of employee engagement being voluntary, not the result of coercion. What do you think?
Comment by Michael Kanazawa on June 18, 2008 at 1:27am
Based on David Zinger's suggestion, I'm posting the recent YouTube conversation between me and Todd Sattersten, VP 800CEORead (8CR), for thier "author blog" at www.800ceoread.com/authorblog. This is a specific blog for authors with resources on publicity, encouragements, and tips. 8CR is really out to help authors so you may want to get to know them if you've written a book or are promoting a book. Todd was asking me questions about the process of writing the book. There are two pieces to it.

Comment by Robert Morris on August 17, 2008 at 5:47am
In the current issue of BusinessWeek (August 25, 2008), in their "WelchWay" column, Jack & Suzy Welch share thoughts about empowerment that seem relevant to our network's on-going discussion of engagement.

They make and briefly discuss three points: "1) In 'normal companies,' empowerment isn't doled out equally, it's earned...2) People who are empowered to take risks and then fail once don't become pariahs, but they're often damaged goods...3) Empowerment is less likely to happen in bigger companies, which is the opposite of how it should be." I urge everyone to check out the full column.

Years ago, long before "empowermen"t began to buzz through books, articles, and conversations, I became convinced that ownership must accompany delegation. That is, if I assign a task to you, it's yours: you decide how to complete it and will be held accountable for (i.e. "own") the results. The Welch comments seem to imply, at least,that empowerment is based on past performance and granted only after having earned trust and respect. That is, it is distributed based on individual merit, not as a right for everyone.

Engagement is different in that it is the result of an individual's choice. It can be encouraged and supported but not (like a task) delegated or (like complianace) mandated.

If I choose to become engaged, have I empowered myself? If I choose not to become engaged, have I forfeited at least some power? If someone delegates a task to me, that person has engaged me but has that person empowered me? If I "own" the task and held accountable for the results, does that mean that only I will receive credit or blame for them?

What do others think?
Comment by Robert Morris on September 4, 2008 at 10:50am
I have just re-read David Magee’s How Toyota Became #1: Leadership Lessons from the World’s Greatest Car Company. At one point in his narrative, he cites an excellent example of achieving and then sustaining employee engagement by delegating authority as well as responsibility.

Gary Convis (at that time Toyota’s top manufacturing executive in the US) recalled being advised by his superior to avoid being a dictatorial boss and to manage as if he had no power. For example, he went to a superior to get sign-off for a large capital expenditure. He had researched the need and presented the findings to his boss.

The superior, ultimately responsible for the decision, told Convis to make the decision himself and come back to him not with a request for approval but with a recommendation. “It turned the worm for me,” says Convis. “It made me think, ‘I better check again.’ It teaches you not to reach an opinion, but to get the facts; all of the facts.”

Think about it: What if all supervisors – at all levels and in all areas -- managed as if they had no power?
Comment by Bay Jordan on November 3, 2008 at 3:30am
I am in the throes of completing a paper on what can ultimately only be described as the futility of redundancy. However, being a new member and having only now discovered this group, I was wondering:
a) Has anyone here already written anything around this?.
b) Is there any effort to provide a collective solution to this problem? i.e.. Do we all just continue to tackle the problem through our own efforts or is there a way we can collaborate to help one another?

On a slightly different tack, does anyone have any advice for me as to how and where to get articles published? Although I am a published author, I still struggle to get some of my thought-pieces published and consequently I am always behind the ball in my efforts to promote my business and my solutions.

Thanks in advance for your help.

Comment by Ian Buckingham on December 8, 2008 at 2:12pm
The article/paper sounds interesting Bay. How's it coming along? In terms of publication, the approach I've always used is to target the publications I read or those which are particularly relevant to the subject an/or client base and then to write to the editor/commissioning editor to find out about their forward pipeline. I then write the article to suit the need rather than develop the article and then try to make it fit. I hope that helps. Ian
Comment by Bay Jordan on December 8, 2008 at 3:37pm
Thanks Ian. That sounds like pretty good advice and I shall certainly try to bear it in mind for the future. Unfortunately, it may not be so easy! :) My brain seems to work the opposite way: I pick up an issue from something I read or hear and "cogitate" over it in a semi-conscious state in the midddle of the night and then refine that the next day when I am in a more conscious state of mind.
Comment by Sanna Wolstenholme on December 9, 2008 at 5:36am
A question to Robert Morris, well anyone else can reply as well ;-) I am writing a MBA dissertation on EE. I have been going through a lot of material, academic and written by practitioners. The antecedents of EE, I would say are organisational citizenship behaviour, motivation and org/employee commitment. Some authors discuss about employee commitment or empowerment exactly the same way than others describe EE, has anyone come across a workable way of differentiating these three themes?? Please feel free to comment (and would be more than appreciated!) Thanks.


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Latest Activity

Profile IconGrace Yohannan and Richard Rierson were featured
8 hours ago
Profile IconLesley Garrick, Grace Yohannan and Richard Rierson joined The Employee Engagement Network
8 hours ago
Robert Morris posted blog posts
12 hours ago
Richard Rierson replied to Christopher S. Rollyson's discussion Watch out for this well meant but mediocre EE advice...
"I agree with you Chris...I find the "great manager" bullets are "givens" to basic leadership & management theories.  I would love to have seen more discussion on how to create an engaging culture from the bottom up -…"
20 hours ago
Richard Rierson replied to David Zinger's discussion JOT: Just One Thing for Employee Engagement (eBook Contributions)
"Create an internal podcast / audio show that would allow the CEO to communicate in an authentic and transparent way; distributed through a customized mobile app which would finally allow the leadership to connect in previously untapped location - at…"
20 hours ago
Christopher S. Rollyson posted a discussion

What out for this well meant but mediocre EE advice...

This valuable post, Retailers Experience Success Due to Employee Engagement, begins with some well meant but lackluster advice and continues with numerous…See More
David Zinger left a comment for Donald Johnson
"Got it, hopefully missing the connection does not make we weird, creepy, or even worse.  "
Donald Johnson left a comment for David Zinger
"JK David, Weird and creepy were words you used in the blog that made me laugh out loud!"

580 Videos Related to Employee Engagement

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