Organisational Development Consultant Karen Kimberley posed an interested question on LinkedIn – should the Coalition Government invest more an engagement. My response was yes although I feel that we are gripped by fear at the moment and engagement is seen as a “nice to have” and it’s the “must have’s” i.e. jobs and pensions, which are driving people at the moment.

 However it strikes me that employee engagement is actually pretty inexpensive. Maslow has been around for a long time and we know that you have to give people an awful lot of money to make them work harder, be more loyal. On the other people who feel valued and involved can be much more innovating, constructive and high performing, regardless of remuneration. But surely this costs (next to) nothing?

 The key is the quality of conversation. We must see the day to day working arrangements between employee and employer as a dialogue – a give and take of effort, ingenuity, goodwill and hard cash. The relationship is interdependent and “this to and fro” is where it is displayed. Leaders need to take a look at this dialogue to see if it serves them, their staff and the company. But how to turn this round if it’s a problem?

 The answer lies in the spoken exchanges between leaders and staff. A quick look at the latest episode of The Apprentice demonstrates that the man/woman in the street believe that being a team leader is about shouting at people. We need leaders who can

 -         Be available to staff

-         watch their staff for things that they are doing well

-         gently recognise effort, even when things fail

-         ask other’s opinions

-         model acceptance and action following critical feedback

-         “hold the story” for their staff

-         provide the opportunity for people to get together and talk about their work

-         promote constructive conversation about the future

Comments