THE ART of ENGAGEMENT
Chapter 3: The Roots of Engagement
Whether in our conversations with employees around the world or our observations of daily life where people are truly engaged, we found that engagement involves these four characteristics. When people believe they are part of something big, feel like they belong, feel they are on a meaningful journey, and can see how they are helping to make a difference, engagement occurs naturally—even in business.
Questions for Action
Consider your most important strategic initiatives. As you engage people to execute these initiatives, do you think they know:
That they are part of something bigger than themselves?
That they truly belong?
That they’re on a meaningful adventure?
And that their contributions make a significant difference?
The bricklayer who built the cathedral in the previous chapter knew that he was part of something bigger than himself. How could you help people see the bigger picture of what they do?
How many people in your organization are silently cheering for you to lose? If the slippery slope of disengagement starts in the alienation between the player and coach, what can you do to let people know that they belong even if they’re not ready to take the field?
If you were to transform your strategy and performance targets into an adventure tale, what is the victory (other than financial) that you would win?
How can you give your employees an experience equal to marching down Main Street as a Disney character so they can see the wonder in the eyes of the people who benefit from their contributions?
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