Engaging Leader

Engagement is different from satisfaction


One of the most important measures of our leadership effectiveness is the extent to which we develop the performance and commitment of the colleagues in our responsibility
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The most significant moments of our leadership career, when we consciously reflect on our own influence and the possibilities of our actions regarding the engagement of our employees.
Developing and exercising the virtue of courage – the conscious risk- and responsibility-taking – makes us able to take on the role of an engaging leader and accomplish its mission. This way we can multiply our “range of influence” and thus “secure” the success of our leadership.
For leaders who are excellent in engagement…
”…colleagues are grateful for bringing the maximum out of them.

ENGAGEMENT MEANS EMOTIONAL BONDING that employees and leaders feel towards the company, and which DRIVES them to EXCEED EXPECTATIONS in order to achieve their own and the company goals.

Engaged and committed employees provide the best of their abilities, with enthusiasm, for the common success.
Symptoms of low engagement appear not only in negative statistical indicators, but also at the level of morale; from absenteeism and illnesses through high fluctuation, low service quality, to the blaming culture and the lack of initiatives and innovation.

”Those who are treated badly, tend to treat clients badly themselves.
On the contrary, the benefits of high engagement are almost invaluable; not only in terms of their impact on results, but also in strengthening employee retention, creating a more positive workplace atmosphere, and last but not least, because of higher customer satisfaction. Labor market challenges are affecting all market players and enhancing the competition for good workforce, which NN Unit’s managers also have to face every day. Increasing engagement therefore has a twofold positive effect: on the one hand it plays a decisive role in retaining well-performing staff members, and on the other hand, it makes the company more attractive for well-prepared candidates with good attitude during recruiting.

It is important to DIFFERENCIATE between SATISFACTION and ENGAGEMENT.

SATISFACTION means the feelings towards work and circumstances. Therefore, it is the consequence of EXTERNAL CAUSES and also a constantly changing STATUS, affected by different conditions and capabilities.
ENGAGEMENT, on the other hand, is an INTERNAL DRIVE arising from emotional bonding, through which colleagues go above and beyond to achieve goals even in varying satisfaction conditions and impacts.
In order to ensure the proper selection of leadership intervention to increase employee engagement, each leader must evaluate the employees’ satisfaction / commitment status based on the degree of SATISFACTION and ENGAGEMENT.

The circumstances and conditions are appropriate for SATISFIED OPPORTUNISTS, but there is a lack of identification with common goals, initiative and passion. In order to strengthen their engagement, as leaders, we should build on their high level of satisfaction, develop and support a “courage culture”, an entrepreneurial spirit, in which they can have their own contribution and results.
In the case of TRANSITORY COMPROMISERS, there is already a lack of satisfaction conditions and circumstances, so „turning them” is a serious leadership challenge. In many cases, they are well-prepared colleagues with good intentions, whose dedication could bring significant value to the organization and to the leader, considering especially the well-known job market situation.
As leaders, we should explore the present state, the reasons behind the problems with open and honest communication, and offer support in the satisfaction factors. In order to “awaken” the engagement of these colleagues, we should set clear expectations, encourage our colleagues to make the right efforts, reassure them about our trust, and timely monitor the changes on the go. We should decide on „letting them go” or firing them only if they’re poisoning the attitude of others as well.
COMMITTED HIGH PERFORMERS are both satisfied with the effects and conditions the organization provides, as well as are committed, emotionally identified, and do their best honestly and enthusiastically. We should give them appropriate challenges and opportunities for growth, recognize their attitudes, efforts and achievements and listen to their opinions. Unfortunately, many times we tend to neglect our well-performing colleagues, however we could hardly make a bigger mistake than that.
DISAPPOINTED PROMOTERS are our excellent “soldiers” who persist even if they do not get everything they need for satisfaction. With appropriate attention and sensitivity, we need to notice or explore their dissatisfaction in time, because they do not declare it themselves. Discuss and deal with their dissatisfaction factors, involve them into the solution and review the changes with them.

Develor International

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