Performance Management – Engaged or Disengaged

I had occasion lately when asked to give a presentation to managers of a company on how to increase engagement in their organization. Sadly the senior manager was not all that impressed. She was looking for some precise methodology, or a “cook book” approach, anticipating that by the end of a four hour period, there would be clear strategies that all would have agreed on so that they could be left to implement.

She did not understand the following:

• Increasing engagement is a process, not an event
• The reason why there is disengagement is usually due to the lack of appropriate leadership skills such a supportive culture, trust, recognition, involvement, clear expectations and accountabilities to mention but a few.
• People respond to how they are treated. If they feel no one cares, why should they?
• The key idea – it’s not so much what managers do, its who they are –it’s all about character and integrity
• Engagement is an “inside job” – more difficult for task oriented people
• To have become involved and seriously wanting to implement engagement over a twelve month period would be worth a savings of $1 – 2 million on the bottom line. I’m afraid it’s opportunity missed.
• Oh, by the way, the CEO was not present. What does that say? It all begins at the top. Who is responsible for high or low engagement – the CEO or MD.  Sorry if that’s a bit blunt, but it’s the truth!