Want Engagement? Hold Your Managers Responsible!

[Derek Irvine]

In a recent article in BusinessWeek, Michelle Conlin wrote well on the link between employee engagement and the bottom line, citing examples from Campbell Soup, Best Buy and JC Penney.

But it’s her final point, based on an example from Stryker, a medical technology company, that is critical yet rarely raised in discussing how to create an environment in which employees can become engaged.

"At Stryker, pay and promotions are based in part on the engagement scores of a manager's direct reports. That, in essence, forces the bosses to double as optimism ministers. Says Rude: 'People get jobs and lose jobs because of their ability to engage teams.'"

The debate continues to rage on who is responsible for employee engagement – the company or the employee. I believe the company is responsible for creating an environment in which an employee wants to and can engage. Stryker has achieved a nice balance and clearly understands that managers are the front line for creating an “engaging environment.” Our strategic recognition approach strongly advises managers be held accountable through KPIs or MBOs to ensure they are actively, continually and appropriately recognizing employees for the behaviors and actions that demonstrate the company values in achievement of the strategic objectives. Managers should also be held accountable for encouraging their employees to recognize peers as well.

By fostering a culture of appreciation, companies also create environments in which employees understand the importance and value of their everyday efforts in the company’s success. What could be more engaging than that?

[Terrence Seamon]

Jon,
What your comment triggered for me is that engagement is the result of all of these levers --individual, managerial, leadership, culture, HR-- working together.

Engagement is a systemic effect.

Terry

[Jon Ingham]

I'd agree engagement has to be primarily your own responsibility. At least from a behavioural point of view (acting in a positive way regardless of how well looked after you feel) - most people still find it difficult to do much about their attitudes.

I also agree that you can influence the engagement of people you work with, or people who work for you.

But I do also think managers, business leaders, HR etc can be responsible for engagement across a team / organisation etc. And for the attitudinal aspect of engagement too - ie creating the right environment for people to fell engaged, making it more likely they will exhibit positive behaviours.

I don't see any tensions between these shared / divided responsibilities.

[Terrence Seamon]

David,
I really like your approach to accountability: "not about checking up on you, it is about checking in with you."
Nice.
Terry

[David Zinger]

It has been said that meaning is in people not words so this is the meaning I carry. I believe each person is responsible for their own engagement.

Anything else potentially diminishes our personal power, can lead to helplessness while creating disengaging victim and villain stories in the workplace.

Of course, there are toxic cultures and companies that don't contribute to engagement and we need to decide if that is the place for us to work and how much energy we are willing to engage a disengaged organization. Viktor Frankl's living in a death camp example is extreme but demonstrates that we can engage in any circumstances! I would slightly rephrase his statement: he or she who has a why to work can bear almost any how.

Having focused on the individual we need to move from me to we. We are not alone. we are in this together. That means that I may be responsible for my own engagement while I am accountable for the other people I work with. My approach to accountability is not about checking up on you, it is about checking in with you.

Who knew my little comment would lead to a bit of an engagement rant but I guess this is what happens as I turn 55 in 2 weeks!

Employee engagement for all begins with the self but it certainly does not end with the self. Our network demonstrates this perfectly.

Thanks for posting this forum Derek, it got my juices flowing.

Engage along with me, the best is yet to be!

David

[Derek Irvine]

Indeed, Terry. In fact, on of our tenets for success is "The Tempo Starts at the Top." Unless the CEO and his/her direct team is on board and actively promoting/pushing culture change, the effort will die on the vine.

[Terrence Seamon]

Derek,
I agree. Managers play a critical role.

But let me hasten to add that culture is critical. And culture starts at the top.

I watched a TED talk yesterday that I would show to every CEO and top c-suite team.

It features Barry Schwartz talking about practical wisdom.
http://www.ted.com/talks/barry_schwartz_on_our_loss_of_wisdom.html

Terry