Here is a best practice definition:

Best Practice is an idea that asserts that there is a technique, method, process, activity, incentive or reward that is more effective at delivering a particular outcome than any other technique, method, process, etc. The idea is that with proper processes, checks, and testing, a desired outcome can be delivered with fewer problems and unforeseen complications. Best practices can also be defined as the most efficient (least amount of effort) and effective (best results) way of accomplishing a task, based on repeatable procedures that have proven themselves over time for large numbers of people. ~ Wikipedia definition

Click here to read a post on best practices that I wrote at my other site (Slacker Manager) and let me know what you have seen or experienced in regards to best practices and employee engagement?

Were the practices actually the best or was the term best practice used to give a good idea more credibility than it may actually deserve?

Here are suggestions on how you can apply the concepts from the book:

• Scan the authors to find ideas.

• Read the book as a primer to create your own alphabet.

• Modify it to launch a team or project group exercise on engagement.

• Choose a letter each day and focus on that letter to enhance your own engagement or the engagement of others.

• Share the alphabets with others at work.

• Offer the book as a free resource during employee engagement workshops.

• Develop your own applications based on your interest and focus on employee engagement.

Here is a brief sample letter/concept from each author:

David Zinger,

Results and Relationships. Employee engagement works best when results are woven with relationships.

Tim Wright,  

Tempt. Can you make a chance to engage seem like a sandbox your people can play in? Tempt them: not necessarily with a get-this-done-and-you-get-a-reward message. Make the engagement temptation meaningful and valuable of its own sake. 

Terrence Seamon,  

Unleash - Take the leash off of employees. Trust. Turn them loose! 

Steve Roesler,   

Isolate: Only problems, not people. 

Lisa Forsyth, 

Failure. An engaged employee is more likely to fail, because we are more likely to fail when we stretch ourselves. Yet we often try to soften failure by calling it an oversight, a mistake, or an unfortunate result. This disavowal of failure reinforces fear of failure, so take back ownership of the word failure for the sake of engagement. Encourage self-reliant problem solving, engage employees in the redefinition of failure, and celebrate failing forward. 

Raven Young,  

Communication: “The single biggest problem in communication is the illusion that it has taken place.” ~ George Bernard Shaw  

Robert Morris,  

Authenticity. Natives of Maine are renowned for their colorful sayings, such as “Won’t say he’s dishonest but if he wants to get his cows to come home, he’s gotta get someone else to call ‘em.” If trust is the “glue” of sustained relationships, it is the result of being authentic. 

Ken Milloy,

Deliver: Too often you make promises or indicate you will get back to us on something - please remember that by delivering on those promises you build credibility and trust  - and if we can rely on you, rest assured you can rely on us.

Stephen McPherson,  

Character – your character is the framework of engagement 

George Reavis,

Gratitude.  Another of the five principle ingredients of engagement.  Without gratitude one cannot stay engaged for the long-term.  Fostered by the activity of thanking others which in turn provides recognition and appreciation. 

Ian Buckingham,  

Z – Zoo! Whatever formal engagement strategies there may be it’s always going to be a fantastic, colourful jungle out there with grapevines aplenty so open those cages and connect with the people. 

Angela Maiers, 

Kaizen: Kaizen is the Japanese term for “continuous improvement”, a concept we should take to heart if we want students to achieve their personal and professional best. Small changes, if done every day, can make a big impact over time. By creating an environment of Kaizen, reflection becomes part of the daily work and conversations. Continuous improvement an only be achieved, with continuous reflection.  And with continuous reflection, students will become more and more engaged in their growth and learning.

Click here to download a free PDF copy of the book.

Join now to be a founding memeber. Monday 7 a.m. update: The network is less than 2 days old, we already have 7 members (make that 8 just as I was writing this) and many of them are leading experts on employee engagement, work, and leadership. I encourage you to be one of our founding members. You don’t need to be an expert or a blogger. You are an ideal memeber if you are interested in the topic, you want to learn more, or you want to enhance your own engagement.

I am extremely excited and enthusiastic to announce the launch of the Employee Engagement Network. I set up the network on January 26th., 2008.

Click here to visit the network. I have always believed that authentic employee engagement is based on connection and I have been reaching out to others involved in employee engagement to learn from them and to offer assistance.

It is very thrilling to now have a network that all of us involved in employee engagement can interact with each other at our own levels of comfort. We can share resources, offer perspectives, find speakers or presenters, learn about new authors, get practical advice, bring new tools to our organizations, and enhance our own levels of engagement.

Don’t just visit the network…JOIN! You do this by clicking on the SIGN UP link on the top right hand corner of the home page.

There is no charge and we need you. We need your questions, your contributions, and your engaging conversations. You get what you give and you will find that you will get a lot of value from our network.

I have just begun to extend some initial invitations and I look forward to people recognizing the value of this network, wanting to be a part of it, and joining in.

Engage along with me, the best is yet to be!

Visit Employee Engagement

David Zinger

When we are divided or disconnected how can we expect anything different than disengagement.

To be humble is not to make comparsions. Secure in its reality, the self is neither better nor worse, bigger nor smaller, than anything else in the universe. It is nothing, yet at the same time one with everything. ~Dag Hammarskjöld

Photo Credit: this city will squash you by http://flickr.com/photos/mugley/1567333379/

David Zinger

There is no way to employee engagement,

employee engagement is the way.

The above statement is a rewrite of Zen monk, Thich Nhat Hahn’s, dictum: There is no way to peace, peace is the way.

The opening statement about employee engagement is a central theme of this website. Three times a week you will encounter an eclectic collection of articles on employee engagement. You will read a plethora of perspectives on engagement, from strength based leadership to ZENgagement.

There are many possible forks in the road on the multiple pathways to engagement - I am not trying to confound or confuse you. I want to acknowledge the complexity of employee engagement and honor the many paths to employee engagement.

Last week the Gallup Management Journal published an article with this exact title by Jennifer Robison, Many Paths to Engagement. I have utmost respect for Gallup’s extensive work on employee engagement and I was very pleased to see the parallel nature of our perspectives.

Jennifer began her article with a reference to Buddhist philosophy:

Some Buddhists believe that there are many paths to enlightenment, as many paths as there are seekers. Business philosophy, however, considers that idea problematic. Business leaders don’t want many paths to enlightenment, or in their case, to business results like employee engagement and the benefits it brings. They want one simple, straight, predictable path. When it comes to employee engagement, though, Buddhist thought is probably closer to the truth. There isn’t a perfect path to engagement, a single route that passes from manager to employee to performance to productivity to profit. There are as many effective ways to manage people to attain high performance as there are great managers…

Click here to read the article on how very different management and leadership styles can achieve high levels of employee engagement at Mars, Inc.

Here is part of the conclusion of the article:

So after all that number crunching, behavioral analysis, systematic examination, and simple questioning, Schulte (from Mars Inc.) found the key to great management — great managers. The path to enlightenment, or rather, engagement, ends where it begins.

What does this mean for employee engagement leaders. 

• We need to understand the complexity of employee engagement.

• We need to understand our own strengths and styles. 

• We need to fully understand the people we lead.

• We must give up the pursuit of a simple one-size-fits-all answer to employee engagement.

• We must get on the path and be prepared to change paths.

• We must know in our hearts: there is no way to employee engagement, employee engagement is the way.

Photo Credit: Cliché by http://flickr.com/photos/mayr/372933549/

David Zinger writes about the plethora of pathways to employee engagement.

The Monday Morning Percolator is a regular feature of Employee Engagement: Results That Matter. The purpose of the percolator is to start your week off with a post that gets you percolating for the remainder of the week.

At the start of the new year it is a good time to review the principles you believe and follow in employee engagement. What are your principles of employee engagement?

What are the key beliefs or perspectives that influence and shape how you look at the topic and how you act at work?

Here are 10 principles of employee engagement. I encourage you to determine your own or to add yours in the comment section.

Employee engagement is a human endeavour. Engagement is depersonalized when we refer to employees as human capital or human resources. I manage capital or resources, I work with people!

Employee engagement must create results that matter. This means results that are important to the employee, manager, leaders, organization, and customers. There is little point in having engaged employees if they are not contributing and creating significant results. In addition, if the results only matter to the organization and not the employee - or the employee and not the organization - employee engagement will not be sustained over time.

Employee engagement is connection. Connection is the key. Authentic employee engagement involves connection to our work, others, our organizations and ourselves. When we disconnect we disengage. Read this short post on employee engagement and connection.

Employee engagement is fueled by energy. We must pay close attention to mental, emotional, and spiritual energy at work. In addition we need to enhance organizational energy through meaningful connection and high quality interactions.

Employee engagement is more encompassing than motivation. Employee engagement embraces our emotions about work, how hard we work, how much we care about the organization, etc. I think it is a richer and more complex concept than simply using motivation to look at work.

Employee engagement is specific. We cannot sustain engagement all the time and everywhere. When we talk about engagement we need to ask: Who is engaged, with what,  for how long, and for what reason?

Employee engagement requires purposeful disengagement. We need periods of rest, recovery, and rejuvenation to sustain engagement over the long term. Theoretically we may be able to work 24/7 but practically we work best when periods of full engagement are punctuated with periods of disengagement from specific work or tasks.

Employee engagement makes a difference. Employee engagement can improve organizational performance while also contributing to individual performance and satisfaction.

Employee engagement is vital in recruitment, retention, and satisfaction. I believe the majority of workers want to be engaged and look for work that will engage them. People will often leave organizations when they feel disengaged. It may even be worse for all if they remain when they are disengaged.

Employee engagement is now. Look to the now. Don’t wait for some survey results or diagnosis from a management consultant. Look at the work you are doing right now and determine how you can engage with it more fully. Look at who you are working with and determine how you can help them to be more engaged. In addition, look at what you are engaged with now and make sure the results matter!

I encourage you to leave a comment about the principles you follow for employee engagement.

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David Zinger is an employee engagement expert committed to moving employee engagement into authentic and significant workplace engagement with benefits for all.

They are my favorite articles out of a possible 84 articles I wrote since July. I chose them based on how helpful they can be to the reader and how they also express my specific perspectives on employee engagement.

As an extra, I included a bonus article on engagement and retirement.

9. The Employee Engagement Six Pack. This article uses the six pack of aircraft instruments to look at six ways to assess employee engagement.

10.  Zengagement. This was a series of over 35 very short posts/articles with an image and a quotation to foster your thinking or inspiration on employee engagement.

***

Bonus Article: Blogging break…Retire Now. This article examines retirement less of a state and more as a way of approaching our work and our lives.

Photo Credit: Number 10 by http://flickr.com/photos/spilt-milk/164145237/

David Zinger is devoted to working with employee engagement

to foster results that matter for all.

The white space is where we do our best thinking or strongest connecting with others. For some people it is a coffee shop while for others it is a library or even a church.

Answer the following 5 questions to determine what engages you most in work and how you use space and place to engage employees:

1. Do you have freedom in your work to move from place to space?
2. What work do you do best in a place?
3. What work do you do best in a space?
4. Where is your personal best white space?
5. Do you create the space for full employee engagement or are employees enslaved to a specific place that becomes confining?

Photo Credit: An empty space by http://flickr.com/photos/riggott/8108443/

Click here if the video does not load on the page you are viewing. 

The Engaging Points of the video are:

• Loving the term employee engagement
• Employee engagement is not just a new word for motivation.
• When we engage fully at work we may also fully engage at home.
• Employee engagement is not sucking more discretionary effort out of people.
• Employee engagement must be for the benefit of all.
• To be successful employee engagement will need to transform into workplace engagement.

* * * * *

David Zinger is commited to helping employees, leaders, and organizations ensure that employee engagement is for the benefit of all. For more information contact David dzinger@shaw.ca or (204) 254-2130.

The Chronicle beings with the key point for each of the sources listed:

Get The Point:

• Target your most valuable employee with your engagement efforts.
• High levels of employee engagement means higher levels of financial results
• Are you sick or sick from disengagement?
• The moment of truth has arrived in employee engagement.

Employee engagement strongly linked to business success is an article from the Manila Times. Engaged employees are those who have internalized the organization’s business goals, the steps required to achieve those goals and further understand how their contributions drive results, according to James Matti, Managing Consultant of Watson Wyatt Philippines. “They have a strong desire to participate in the company’s success… The Work-Asia study tells us that forward-looking organizations are replacing one-size-fits-all offerings with programs that target their most valuable employees. These efforts enable them to create a more productive and stable workforce.

Engaged Employees Boost Financial Performance is a post from Growing Wealth: Companies with the highest levels of employee engagement achieve better financial results and are more likely to retain their most valued employees  Only 10 percent of employees report that senior management treats them as if they are the most important part of the organization. More than half feel that senior management “treats us as just another part of the organization to be managed” or “as if we don’t matter.”

Bill Catlette wrote about Calling in Sick, Sort Of…part 2. Here is his conclusion to an interesting article on the link between calling in sick and employee engagement: If it’s your job that you’re sick of, for your own sake, do the right thing by finding another job, and leaving. Don’t just “kinda leave.” Got it?

Carolyn Hirschman at Human Resource Executive Online wrote moments of truth. This is a well-written and extensive article to assist you with employee engagement if your focus is customer-service workers: Business minds have long studied “what works” in employee engagement, but it can be an elusive concept to put into practice. In high-turnover customer-service industries, the challenge is even greater to hire, train and recognize the best employees. For HR executives who get it right, the results — from outstanding service to higher sales to better retention — can be substantial.

John Maeda. a professor in MIT’s Meida Lab, is the master of simplicity. He wrote a compelling book, The Laws of Simplicity.

In this article I apply Maeda’s 10 laws and 3 keys of simplicity to employee engagement.

TEN LAWS

1. REDUCE. The simplest way to achieve simplicity is through thoughtful reduction. What can you reduce from work and the organization that can enhance employee engagement. Perhaps you can remove constricting policies or physical barriers between people.

2. ORGANIZE. Organization makes a system of many appear fewer. There are many variable influencing employee engagement. Strive to organize them into effective categories. For example I like to organize employee engagement interventions into 3 dimensions: organizational, leadership, and employee.

3. TIME. Savings in time feels like simplicity. Where can time be saved to make work simpler and yet more productive and powerful?

4. LEARN. Learn all you can about employee engagement. Learn what engages you. Learn what experts offer. Mostly in a leadership position, learn from the people closest to engagement - yourself and the employees!

5. DIFFERENCES. Simplicity and complexity need each other. Engagement must be interspersed with periods of disengagement.

6. CONTEXT. What lies in the periphery of simplicity is definitely not peripheral. If you want to enhance engagement look to change the context of work or the working environment and watch behavior change because of this “peripheral” change.

7. EMOTION. More emotions are better than less. Emotion is the motion of engagement. Create emotions of caring and satisfaction and belonging. Let employees know they matter.

8. TRUST. In simplicity we trust. Employee engagement must be based on trust and belief. Effective employee engagement is based of mutual purpose and benefit for all.

9. FAILURE. Some things can never be made simple. As you strive to simplify employee engagement keep your eyes open for failure and what can be learned from this.

10. THE ONE. Simplicity is about subtracting the obvious, and adding the meaningful. What obvious drudgery can be removed from work so that the most meaningful of efforts can be added to the employee’s effort and experience.

THREE KEYS

1. AWAY. More appears like less by simply moving it far, far away. Can you keep the less urgent and unimportant disengaging work far away?

2. OPEN. Openness simplifies complexity. Make your organization open to employees. Open book management has been a powerful way to gain engagement from many employees as they become a real business partner in an organization. Can you use the tools of Web 2.0 to create an open environment — open to communication from all levels and equally open to change because of this communication?

3. POWER. Use less, gain more. Empowerment can be a pathway to engagement and reduction of hierarchical power can create more power within employees to power up their own engagement.

I encourage you to read Maeda’s book and focus on how you can design simple employee engagement at your work.

Photo Credit: Simplicity by http://flickr.com/photos/justintosh/576342875/

David Zinger, M.Ed

dzinger@shaw.ca

Mike Morrison, the Dean of Toyota University, wrote a wonderful book: The Other Side of the Card: Where Your Authentic Leadership Story Begins. Click here to read a previous article on this book.

I also receive Mike’s newsletter and appreciate the leadership “wake up” calls he sends out.  I loved a recent newsletter about “all in.” Mike used the poker strategy of “all in” to look at when do we go “all in” at work.

Here is a section from that newsletter:

Very few of our activities ever reach this level of commitment - especially in our organizational lives where the game is much more about positioning, politics, and being opportunistic. …I am curious to know the things in your work life where you personally are “all in.”  By “all in” . . . I mean fully committed to a high-level action.  Not just, “I support the initiative but I’m still waiting to see if it gains more momentum across the organization.”  Or, worse yet, “I’m waiting for my boss to weigh in first.” When we are “all in” - we gain the special powers that come from making a commitment.  We are released from the anxiety of waiting and making small incremental gestures - and rewarded with a feeling of confidence for stepping forward.  We also gain access to the additional resources that come our way as others will always gravitate to action, meaning, and leadership. 

Where are you “all in”?  It’s a great question.  Ask your colleagues and team members.  It will give you a sense of what matters most.  It will also give you great insight into the culture - cautious or courageous?  As leaders, we live on the “other side of the card” - willing to take the kinds of risk that create meaningful change!

You can learn more about Mike Morrison and get additional resources at: www.theothersideofthecard.com

When you think about employee engagement, are you all in?

Photo Credit: all in … by http://flickr.com/photos/rezavaziri/778539866/

The Globe and Mail wrote an article on Carl Wieman. Dr Wieman, an Nobel laureate, is on a mission to change the way science is taught. He wants to engage the learner. He claims that universities are doing a terrible job of teaching students and it is time to shift to student engagement in learning.

He wants professors to stop lecturing and begin to engage students through questions and group discussions and teach them to think like scientists, rather than just recite facts.

In today’s workplace are you engaging employees in their work? What Dr. Wieman is attempting to do for the science classroom, I encourage you to do for your workplace.

Don’t just stand at the front of the room teaching or preaching, foster engagement with direct and meaningful interactions with the people you work with.

And that’s the end of my lecture!

Photo Credit: ST 148 by http://flickr.com/photos/dnorman/177883003/

Thank you Michelle, I am so tired of seeing books or articles that pair motivation with carrots. We are not rabbits and the only carrot we are looking for is a diamond or high quality level of workplace engagement for all.

Michelle believes that what employees want is to use their gifts and talents to accomplish work that aligns with their interests. Here is the list of what they need:

• Context, context, context – surrounding their role relative to strategy, their role relative to their managers, their role relative to their peers, their role relative to others within the organization, and about the task’s they’ve been assigned.
• Clear accountabilities and authorities
• Proper task assignment
• Resources to get the job done – time, money, training, their manager’s paving the way for access to others, the use of others, information from others
• Regular feedback on performance with the opportunity to account for their decisions
• Assessments based on overall effectiveness in light of prevailing conditions, rather than by the numbers only
• Fair pay
• Their manager’s willingness to address performance issues or inappropriate behavior

I encourage you to visit Mission Minded Management by Michelle Malay Carter and read her insightful posts on management and employee engagement.

David Zinger

I invite you to read and enjoy my free booklet: Employee Engagement for All - 18 Approaches to Transform Employee Engagement into Workplace Engagement. Click on the following link for this PDF booklet: transforming-employee-engagement-to-workplace-engagement.pdf

We must all contribute and benefit from employee engagement. This booklet outlines 18 approaches: 7 from the organization, 5 from leadership, and 6 from employees.

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Ultimately, Zen is about seeing into the nature of reality- the true nature of reality and not just what appears on the surface. It is about seeing ‘who I really am’, not ‘who I think I am or think I should be’. But in order to do this, one must first be in the present moment – with the ‘just this’ and the ‘just now’ of the present moment. This is an extremely difficult thing to do. The reason is that our mind keeps taking us out of the present moment into either the past or the future; we so rarely seem to be in the present. Either we’re re-writing the past, what it could have been and so forth, or we’re worrying about or planning or imagining the future And, if we arein the present moment, most of the time our mind views the ‘just this’ and the ‘just now’ of that moment as unacceptable, criticizing and judging, wanting it to be something else or wishing that it not change. ~ From the Still Mind Zendo of New York City

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The last two articles in this series have outlined organizational and leadership inputs into employee engagement. Employees are sometimes targeted as the source and sole intervention to elevate employee engagement. When the organization and leadership also contribute to engagement initiatives it can facilitate even higher levels of engagement. That said, employees themselves are closest to the source of their own engagement. I believe the individual is ultimately responsible for their own engagement while the organization and leadership is accountable for employee engagement.

Here are 6 inputs employees can engage with to elevate their own engagement:

Focus on contribution. Determine how you can make a contribution. Know that what you give is often what you receive in return. To be disengaged at work can often lead to experiences of disengagement in other areas of your life. Engagement is not a limited resource and research would suggest that higher levels of employee engagement at work translate to higher levels of engagement at home and in the community. Focus on contribution and banish entitlement.

Be responsible while holding others accountable. Take responsibility for your own engagement while holding others accountable for their engagement. Encourage the leadership and the organization to keep making their contributions to elevate employee engagement. In the the movement from employee engagement to workplace engagement: if it is to be it is up to we!

Master your personal energy. Energy is your fundamental raw material for employee engagement. Learn to master your energy at work. Increase your levels of mental, emotional, physical and spiritual energy while also ensuring you take time for energy recovery. One paradox of employee engagement is that we must also find times to disengage from work to recharge and revitalize ourselves for the work ahead. Be strong. Know your strengths while also knowing what strengthens you. What are the gifts or qualities you bring to your work and what are the activities you engage in that strengthen you? People who know their strengths, use their strengths on a daily basis, and use their strengths in the service of others report higher levels of authentic happiness at work.

The last Monday Morning Percolator outlined 7 organizational inputs to foster employee engagement. This post will outline the key inputs into employee engagement from leaders and managers within the organization.

Engage yourself. Before you can foster or enhance the engagement of employees, never lose sight that you are one of those employees. Keep a focus on your own levels of employee engagement as you also champion engagement for others.

Hold engaging conversations. Avoid making employee engagement an announcement or policy. Ensure your employee engagement has a grass roots conversational quality to it. Talk with your employees. Doc Searls talking about conversational marketing stated: conversations are about talking, not announcing. They’re about listening, not surveying. They’re about paying attention, not getting attention. In many ways, employee engagement is less about what you put in and more about what you draw out of employees.

Be strong and strengthen others. Employees who work from their strengths and have work designed around their strengths are more engaged. As leaders, we must also talk with people about their strengths. There are many pathways to strengths. Click here to read my strength based leadership articles if you would like to learn more.

Apply the simple and significant. I am passionate about employee engagement and believe it makes a huge difference for all in the workplace and I recognize how many things the average leader must attend to. It is not my intention to make employee engagement an imposition in an already overcrowded day. I encourage you to find the simplest yet most significant thing you can do to advance employee engagement.

Engage the clutch. My experience with the majority of leaders in organizations is that they respond to the full slate of demands with an excess of engagement and hours worked. We must regularly engage the clutch and go to neutral. Engaged leaders also find time for rest, recovery, and renewal. The path to full engagement also involves periods of disengagement — our walk to the desert for renewal.

Contact David Zinger if you would like more information.

Picture Credit: Desert Leaders by http://flickr.com/photos/hamed/327939900/

To achieve full levels of employee engagement, efforts must come from organizations, leaders, and employees. This issue of the Monday Morning Percolator will outline 7 actions organizations can take to foster higher levels of employee engagement.

1. Assess and remove any roadblocks or hurdles to employee engagement. Ask employees what could be removed or lessened to increase their level of engagement with the organization.
2. Create a culture where employee engagement is valued, discussed, shared, and lived. Employee engagement needs to be both recognized and appreciated.
3. Ensure that the top leaders within the organization are committed to employee engagement, engaged themselves, and they are willing and committed to investing organizational resources into the engagement initiatives.
4. Move beyond measuring employee engagement to taking action on those measures. Attend to your metrics but focus on your people.
5. Help employees see the benefit of employee engagement for themselves and their customers. Don’t let your engagement initiatives become organizational manipulations to merely squeeze out more productivity and discretionary effort from employees.
6. Study your highly engaged employees to determine the vital behaviors they perform that contribute to their high level of engagement. Once those behaviors are determined work at spreading those behaviors to other people within the organization. Strive to make employee engagement a viral phenomenon for the organization.
7. Educate leaders and managers within the organization on how to foster employee engagement and help leaders understand and leverage their key role in employee engagement efforts.

The next Monday Morning Percolator will be: How leaders can contribute to employee engagement.

Contact David Zinger to learn more about employee engagement.

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Employee Engagement

Here are the slides from David Zinger’s work with Derek Irvine and Andy Parsley for the Globoforce International Round Table on Employee Engagement. Click the link below to view the PowerPoint slides:

Employee Engagement Webinar PowerPoint Presentation

If you would like to view and listen to the entire webinar email David Zinger at dzinger@shaw.ca.

employee engagement