When employees are engaged they are emotionally attached to the vision of the organization. They believe in what they do, the organization’s vision and the direction the organization is going. Employees who are engaged put their heart and soul into their job and have the energy and excitement to give more than is required of the job. Engaged employees are committed and loyal to the organization.

This article addresses some of my recent thoughts.  The words he uses are noteworthy

  • Emotionally attached
  • Heart
  • Soul
  • Energy
  • Excitement
  • Committed
  • Loyal

This is what engagement looks like.  Do these words describe your workplace, employees, and co-workers?

The author sets the statement quoted above against the reality of cost cuts and staff reductions, two of the biggest morale killers a company can experience.  Energy, excitement, commitment, and loyalty do not come naturally when an organization is cutting costs and staff.  Nevertheless, leaders of every organization have to make hard financial decisions to stay in the game.  But that doesn’t mean the culture has to yield to anxiety.  Effective leaders understand that employee morale is hard to maintain in trying times and take proactive steps to boost morale.

I’ve written a lot about performance culture and the influence mindset has on performance.  This author suggests a lot of things I have written about in the past.  That must be why I like it.  But its more than being like-minded that causes me to share this article.  His recommendations are spot on.   I will address each of his tips individually and add my thoughts over a series of posts.  This is the first of 7 installments.

  1. “Organizational leadership is responsible for communicating the vision and keeping it in front of the employees.”
    My organization adopted a new vision last year.  It was announced with great fanfare at our annual sales meeting but since then it has drifted into the background.  Promoting and reinforcing an organization’s vision and mission does not have to induce groans or seem patronizing.  If the vision truly reflects the priorities and culture of the organization then it should be an easy “sell” and encourage employees.  The key is doing it the right way and for the right reasons.  Subtle but sustained focus can make a big impact.  Supplementing informal messages with intentional efforts to incorporate the vision into everyday activities will further infuse the organization with the message.

 

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