Winning Employees through Engagement

Scroll below to find the first four posts in the series. Great stuff from Ellen Weber, Roy Saunderson, Tanveer Naseer, and Todd Dewett

It’s estimated that employees and managers give ⅓ of their adult lives to employers. Layer that sobering percentage with an October 2011 Gallup finding that seventy-one percent of American Workers are either “not engaged” or “actively disengaged.” Any manager paying attention to the implications of the mixture of the two figures should be thinking, “Crap!”

Too many work environments deplete those entrusted to grow the business. It’s time for change!

21st century leaders are not willing to let the ⅓ be a drag on employees’ lives or their own. Such leaders are not willing to let a lack of engagement be a drag on success, or let it weaken corporate culture.

Of course the question is what to do? Middle-managers need to take action and not wait for senior managers to declare a solution is on its way. Executives are busy removing cost from the business or finding ways to increase profit through sales, R&D, or other channels. Their focus is elsewhere.

Too many work environments deplete those entrusted to grow the business.

But reality is middle-managers have a direct influence on employees and the work environment in which they work. This is an advantage. So the solution truly is in the hands of middle-managers.

With this in mind, we at Switch and Shift are excited to introduce our second blog series. This time we’ve invited over 30 bloggers to explore how managers can win employees through engagement. Win them over before leaving. Or becoming toxic in place. Or telling their friends not to apply for a position at the company. Or . . .

We’ve asked our 30+ guest bloggers to explore how or why winning employees through engagement matters.

So the solution truly is in the hands of middle-managers.

The Winning Employees through Engagement series starts tomorrow. It runs through November. We want to see you come back daily to feed your mind; spark new actions in your leadership and in your teams.

Sure times are rough, but we believe work doesn’t need to suck. It can be a highlight in life. A source of joy. Employee engagement can help build thriving work places.

Read these posts from the series’s first week of October 8, 2012

Ellen Weber “Engage (Employees) Mindfully

Roy Saunderson “Engaging Employees with Recognition

Tanveer Naseer “The Missing Link to Fostering Employee Engagement

Todd Dewett “Employee Engagement Starts with You, Not Them


Photo by  Taha  Alasari

Change Leader | Speaker | Writer Co-founder and CEO of Switch and Shift. Passionately explores the space where business & humanity intersect. Promoter of workplace optimism. Believes work can be a source of joy. Top ranked leadership blogger by Huffington Post. The Optimistic Workplace (AMACOM) out 2015

  • We also need to count for the fact that the workspace is rapidly changing. Office clerks are demanding more freedoms, increasingly more and more work can be done from home, and thus avoiding the unnecessary commutes.

    Flexibility in the workplace will leverage the employee satisfaction, and it’s going to become the norm, rather than the luxury.

  • To quote a manager (who’s name escaped me at the time), ‘Problem talk does not drive up engagement scores (employee surveys), making progress on problems does.”

  • Middle managers can create a magical and engaging enviroment that also translates to bottom line results. I think it starts with a energetic vision, a clear and inviting big goal… and then transparency building an environment of trust and continued growth.

  • Pingback: Leaders, Time to Get Your Shift Together | Salima Nathoo - Talent Development | Social Learning()

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    There’s a more human way to do business.

    In the Social Age, it’s how we engage with customers, collaborators and strategic partners that matters; it’s how we create workplace optimism that sets us apart; it’s how we recruit, retain (and repel) employees that becomes our differentiator. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement.

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