Here are a couple of questions around coworker trust found on an engagement survey:
To help the leadership team understand how each of us are “wired”, we’ve all taken a personality assessment and created a cheat sheet which identifies the core ways we want to work with one another.
To create an environment of trust, as leaders, we need to let our team members know it’s O.K. to make mistakes. To create trust, we need to know each other as people. To do this, there should be a corporate calendar with scheduled business and social events.
Below are a couple of questions that an employee would be asked about how they fit in the big picture:
The biggest way a leader misses the mark is tying the individual into the overall mission and goals for the organization’s success.
For mission and goals, as a leader, if we can’t explain how an employee fits into the big picture, we can’t expect them to!
Ditto on values… if we can’t succinctly say our values, we can’t our people to!
If you don’t have values firmly defined, Google “Jim Collins Martian Exercise” and use that as a plan to define your organization’s values.
For values to work, they need to be integrated into the fabric of the firm. Here are a few ideas we implement at Intertech to weave values into our day-to-day operations:
How do you get everyone on the same page with a goal for the company? Consider a theme! A theme is something company-wide. It could be around hiring, creating content, or whatever is needed to move the organization forward. Below are some thoughts on creating a theme:
Last month, I delivered a conference keynote. My talk was on engagement. For the 400+ attendees, I started by sharing what engagement means and finished with the eight areas of engagement and shared specific, actionable ideas to increase engagement.
Employee engagement results in a few major things… employees who advocate and promote your organization, who do more than the job requires, and who stay.
When you see the “Best” or “Great” places to work lists in magazines or newspapers, they are based on engagement. Engagement surveys are measured by:
For an engaging job, this is what employees look for:
For a manager that drives high engagement, they don’t focus on weakness:
Engagement results in more productivity, profit, safety and less absenteeism: