Four Telltale Signs of a Disconnected Organization
Most leaders appreciate the importance of leadership, culture, and engagement within their organizations. While they may not consciously think about the impact on individuals from a human perspective, managers sense these concepts are critical to healthy organizational performance. However, these three areas are often addressed individually, as if one doesn’t interact with the others. This leads to a disconnected organization.
Business is Experiencing a Shift
Business complexity has never been higher. The traditional tools of the past century don’t offer the same return they used to. Social and market expectations are in flux and differentiation matters more now than ever. Executives and leaders intuitively know this, but they struggle to know how and where to make effective and sustainable change.
Approaching leadership, culture, and engagement as if they are independent of one another exacerbates this challenge. A change in leadership affects a change in culture and engagement. An adjustment of your culture impacts your engagement levels and what is expected of leadership. What is lost on most leaders is how these three critical elements – at work in every organization – are interconnected and what can be done about that.
What Are Telltale Signs of a Disconnected Organization?
- Culture “adjustments” either don’t take or don’t sustain themselves
- Engagement measures may improve, but actual engagement doesn’t change. All the indicators of low engagement persist (poor performance, unhealthy conflict, employee turnover, etc.)
- Leadership is either misaligned with the organization or among individuals
- There is a consistent need for interventions of some form to address “issues” or “opportunities”
I spent the last decade learning how leadership, culture, and engagement organically fit together in any context. I wanted to understand how this worked on a human level. Because without human beings a business is nothing more than a name on a paper filed with some governmental body.
In a whitepaper from Dale Carnegie Training published in 2012, they identified three key drivers of engagement. Relationship with immediate supervisor, belief in senior leadership, and pride in working for the company. None of these had to do with the actual job, but rather the human aspect of the employee.
After some sleepless nights wrangling with how to make this information usable for executives and other leaders, I landed on constructing a framework that:
- Graphically represents the structure of the framework
- Identifies key drivers that impact how leadership, culture, and engagement can positively impact organizational performance while honoring the human beings involved
- Provides a defined process to address leadership, culture, and engagement simultaneously as a means to develop strategy and navigate change more holistically
How Leadership, Culture, and Engagement Work Together
I discovered there was a natural way in which leadership, culture, and engagement fit together. My research also revealed key connectors between each of these three areas that facilitate the process and connect with any organization’s human element.
I have worked with leaders globally to address these challenges within a disconnected organization. I have also seen firsthand the impact and frustration associated with not knowing how to get traction in these areas. Optimizing your business outcomes requires addressing these three together.
Human flourishing is profitable and it takes a village to help make that happen.
Click on the link by February 14 to receive a limited-edition copy of my upcoming book, Interconnected.
Together we can help make business a successful, human endeavor.