The majority (79%) of respondents rate employee engagement as a high priority, but only 41% have an employee engagement strategy in place, according to research by YouForce.  (Source)

Commentary

There is a gap between belief and action on employee engagement. It is rated as a priority but only half of those who rate employee engagement as a priority have a strategy. Now that’s a true lack of engagement with engagement!

David Zinger is a global employee engagement speaker and expert who uses the pyramid of employee engagement to help managers and organizations increase engagement.

I often start my speeches on employee engagement with the following statement:

Half of what I will offer today is right on, half of what I will offer today is wrong, and I don’t know the difference.

Responses range from chuckles, to mild disbelief, to a request to just do the right stuff so people can leave early.

I believe it is important to come to a presentation on employee engagement with an open mind but not so open that your brains fall out. As individuals and organizations, we must find our inner expertise and rely more on test cases than best cases. What this means is that if you hear about evidence  based practices or surefire tips try them out to see if they work for you and your organization.

Don’t just attend a presentation to learn more or learn something new. Attend a presentation with the willingness to engage with the content, take it away, test it out, and if it works implement it at on a larger scale personally or organizationally. Increase employee engagement by engaging fully with what you are learning.

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

David

David Zinger is an expert  global employee engagement speaker and consultant who uses the pyramid of employee engagement to help leaders, managers, and organizations increase engagement.

This is a biased review of Trust Works! It is biased because I had the opportunity in San Diego to meet and spend time with Ken Blanchard and the Blanchard Company two weeks ago. I was impressed by how down-to-earth and open Ken, his wife Margie, and the Blanchard Companies are. Ken signed my book with my special request to put in a line that he and Norman Vincent Peale wrote in The Power of Ethical Management: there is no right way to do a wrong thing.

The Blanchard family has been to Churchill Manitoba which is in my home province. Not only were they enthralled by the polar bears they demonstrated a willingness to go anywhere for an enriching experience.

Trust is fundamental for employee engagement.

Here are 5 zingers from the book:

1. Cats and Dogs. This book goes to the cats and dogs. An easy story to read about trust based on a fighting, backbiting, and a sabotaging cat and dog. Please know that trust does not have to go to the dog house and there are specific steps we can take to build trust for lasting relationships.
2. Assessment. There is a short and practical assessment we can complete on our own trust level and have others do a similar form to assess our trust.  Trust me, if you do this it will help you understand and assess trust at a personal and interpersoanl level.
3. The ABCD’s of Trust. Trust is based on the four dimensions of Able, Believable, Connected, and Dependable. Trust in organizations starts with the first four letters of the alphabet.
4. Trust is in the eye of the beholder. Memorize this quotation: “Trust is a delicate thing. It takes a long time to build, yet you can blow it in a matter of minutes. All it takes is one incident of behaving inconsistently with what someone considers trustworthy behavior for that person to pull away from you.”
5. The Defining Competency. “Smart organizations are increasingly taking proactive steps to build high-trust cultures, because they’ve seen clear evidence that it helps improve the bottom line. With trust, creativity flourishes, productivity rises, barriers are overcome, and relationships deepen.” Remember, trust works.

I encourage you to buy the book, it will make for a short and trusty companion on your next flight or afternoon read at the beach.

David Zinger is a global employee engagement expert who in 2013 has worked on engagement in Delhi, Mumbai, Pune, Berlin, Prague and New York. He builds and sustains his own engagement in tight 24-minute periods. He has pioneered a number of significant approaches to engagement. To access Mr. Zinger’s services email him: david@davidzinger.com.

80% of employees dissatisfied with their direct managers were disengaged.  http://www.dalecarnegie.com/employee-engagement/engaged-employees-infographic/

Commentary

Managers have a significant influence on engagement. When we improve the engagement of managers not only do we benefit by having more engaged managers we also improve the engagement of their direct reports. Don’t just manage employee engagement, ensure your managers are fully engaged.

David Zinger is a global employee engagement speaker and expert who uses the pyramid of employee engagement to help managers and organizations increase engagement.

We now have 500 videos relating to employee engagement posted at the Employee Engagement Network. This is a fantastic eclectic mix of videos on engagement, work, management, and leadership. These videos can inform, disrupt, inspire, engage, enthrall, and excite. There is something for everyone. I will create a concise list of the videos in the near future, for now ensure you join the employee engagement network and start watching by clicking here.

David Zinger is a global employee engagement speaker and expert who uses the pyramid of employee engagement to help managers and organizations increase engagement.

Roland Deiser from the Drucker School at Claremont Graduate University and Sylvain Newton from GE wrote an insightful piece on the six social media skills every leader needs.  The six dimensions and skills outlined by Deiser and Newton are: producer, distributor, recipient, adviser, architect, and analyst. I will briefly describe the skills and outline some ways that a leader can apply each skill to employee engagement.

Producer. Leaders with high levels of social media savvy produce compelling and authentic content. They are willing to embrace imperfection and communication that is more direct and raw. Here are 3 examples of how leaders can leverage producing for employee engagement:

• Spread the reach of your message and connection through blogs and videos.
• Demonstrate your humanness through authentic communication.
• Ensure that the compelling stories of your organization that glue employees to their work are told powerfully and repeatedly.

Distributor. Information comes from all levels of the organization and from inside and outside the organization. Distribute timely and helpful information to set the stage to co-create information:

• Keep employees informed of what is going on both inside and outside the organization.
• Publish a global employee engagement RSS feed on the company’s social media site.
• Give employees the opportunity to comment and co-create information for new meanings and insights.
• Post anecdotal comments from the employee engagement survey online for acknowledgement and further commenting.

Recipient. The leader of today must stay informed and can easily access information directly and automatically. Being a recipient means not only reading posts or viewing videos it also means replying, commenting, and linking.

• Stay in touch with employee engagement information through Twitter searches, Google news feeds, and other automated ways to receive timely and helpful information.
• Don’t just consume information — comment and add perspective and ideas to what you read
• A good place to begin is a morning or evening scan of relevant blogs at the Harvard Business Review, Business Week, and Forbes blog sites.

Adviser. Social media is not just a personal issue, it is social. Ensure that you advise, enable, and support the social media literacy of the entire leadership team.

• Leaders are employees and one of the things that they can engage in is value added social media interaction.
• Encourage and educate other leaders and managers within the organization to develop and enhance internal social media savvy.

Architect. Play a role in structuring social media within the organization for openness, sensitivity, and accountability.

• Being open and direct does not mean anything goes, balance openness with accountability, respect and sensitivity.
• Understand the community can moderate much of the content on their own.
• Ensure any organizational social media sites are attractively designed, compelling to visit, and easy to navigate.
• Make use of how “glued” employee are to their smart phones to enhance and increase overall employee engagement through mobile technology.

Analyst. Leaders need to stay abreast of innovation and new trends. The Internet of Things means that about 50 billion devices will be connected by the year 2020.

• Stay abreast of social media and social media will keep you abreast of what is going on inside and outside your organization.
• Experiment with new methods of engagement based on mobile work and early technology, such as sociometers.

Conclusion. To read the original McKinsey&Company article by Deiser and Newton with examples from executives at General Electric, click here. Social media is here to stay and can become a powerful tool for employee engagement and strong organizations as we socially accelerate towards 2020.

David Zinger is a global employee engagement speaker and expert who uses the pyramid of employee engagement to help managers with engagement.

Just 10% of India’s workforce are thriving. From Is India Having a Crisis of Soul? by Deepak Chopra and Jim Clifton in the Huffington Post. 

Commentary

One of my biggest lessons from visiting India earlier this year was that there is no one India, there are many “Indias”. As India moves towards 2020, I trust there will be a greater experience of thriving in the workplace when engagement is done powerfully, authentically, and for the benefit of all.

David Zinger is a global employee engagement expert who uses the pyramid of employee engagement to help managers and organizations increase engagement.

No content

No tips

No tricks

No talking head videos

No business case

No rules

No donuts

No mojo

No infographic

No drivers

No enablers

No evidence

No gurus

No experts

No statistics

No PowerPoints

No eBooks

No tweets

No flow

No secrets

No whitepapers

No competencies

No blame

No fault

No webinars

No formulas

No rants

No promos

No social media

No book reviews

No conferences

No workplace happy dances

No comments

No separation…

Just engage, and that will make all the difference.

David Zinger is totally engaged with employee engagement and is guilty of all of the above. To access Mr. Zinger’s services email him: david@davidzinger.com

Small is the new significant. The Spirit of Kaizen is a small book by Robert Maurer that offers excellent guidance on making changes one small step at a time. This is an invaluable resource in employee engagement to counter the withering away of employee engagement because of the failure of many large scale programs and change initiatives. Back in 2009, I wrote a short review of Maurer’s other Kaizen book: The Kaizen Way: One Small Step Can Change Your Life.

Here are 5 small zingers from the book:

1. Full contribution. One failure of employee engagement work is the attempt to get everyone on the same page. The problem stems from not giving employees the opportunity to write on that page. As opposed to handing down the page or program Kaizen invites every member of an organization to contriubute, and the employees like the idea of being part of the solution.
2. Small steps to skip big fears. Our brains are wired to respond to change with fear and in the process deny us access to the mental resources we need to create change. Maurer claims that small steps are like cat burglars what quietly, slowly, and softly pad past your fears.
3. Three small steps to engagement and morale. Show appreciation, defuse difficult people, and encourage employees to take small steps toward solving their problems. It is amazing how many big scale changes are accomplished by repeatedly performing a few simple behaviors.
4. Get the ball rolling. Maurer talked about changes made by UPS to expand into Europe. David Abney the president of UPS stated: We chalked up a little success and then built on the momentum. You don’t notice a snowball going down a hill until it grows to become the size of the stomach of a big, fat snowman. Within months, we saw small changes that eventually snowballed into a turnaround.
5. Begin with small questions. Questions engage and small questions engage with less fear. Start your engagement by asking: What is the smallest way we could improve engagement at work. My favorite employee engagement question, seldom used is to ask employees at the end of the survey: What can you do right now to increase employee engagement right now for either yourself or another employee of our organization? Maurer holds a special regard for asking ourselves questions and not trying to answer them right away. Just keep asking and “let” the answer develop.

David Zinger is a global employee engagement expert who in 2013 has worked on engagement in Delhi, Mumbai, Pune, Berlin, Prague and New York. He builds and sustains his own engagement  in small 24 minute periods. He has pioneered a number of small approaches to engagement. To access Mr. Zinger’s services email him: david@davidzinger.com.

47% of companies surveyed in a cost reduction and engagement survey by AON Hewitt reported a  decline in employee trust as a result of the way in which they managed cost reductions. From page 19 of The Flat Army by Dan Pontefract

Commentary

Trust is a huge issue in employee engagement and we must watch all we do for the impact on trust. Cost reduction can cost us trust. How do you achieve cost reduction will maintaining or perhaps even improving trust within your organization?

David Zinger is a global employee engagement expert who uses the pyramid of employee engagement to help managers and organizations increase engagement.

Rob Goffee and Gareth Jones wrote a May 2013 article in the Harvard Business Review on Creating the Best Workplace on Earth. I appreciated their six imperatives for a best workplace. They offer an insightful and informative overview of best workplaces fused with a critical argument on why a best workplace can be such a challenge to achieve.

The six imperatives of best workplaces are:

1. Authenticity matters and Individual difference are nurtured
2. Information flows freely through the organization with radical honesty
3. People are strengthened as value is both derived from employees while also being instilled in them
4. The organization stands for something important
5. Daily work is meaningful and energizing
6. Stupid rules are eliminated and the few rules are helpful and vital

The authors illustrate the article with a few exemplar organizations while also offering the reader an intriguing 36 statement assessment to see how close their organization is to the ideal place to work. The authors acknowledge the challenges and complexities in moving your organization towards a best workplace while offering guidance and examples to help you steer in that direction.

Goffee and Jones found two commonalities in best workplaces. They are very clear about what they do and are suspicious of the fads and fashions that sweep through so many workplaces in search of a quick fix for higher engagement. How about your organization? Is it ready to move towards being a best workplace on earth?

David Zinger is a global employee engagement expert who is continually in search of engaging practices to make work better for individuals and organizations. Contact him today for education, speeches, consulting or coaching on engagement.

Daniel Coyle wrote a practical and pithy book with 52 tips for improving your skills.  I love this small 120 page book. Coyle gets right to the point and you are offered an eclectic collection of 52 tips to improve your skills.

Normally I choose 5 gems from different parts of a  book. For this book I will write about the first 5 tips. I encourage you go get the book to read about the other 47. Here are 5 zingers on The Little Book of Talent:

1. Stare at who you want to become. Use models and watch people in person. Post pictures. Watch YouTube videos.
2. Spend fifteen minutes a day engraving the skill on your brain. Even a short period of focused time can help you engrave patterns of performance into your thinking and doing.
3. Steal without apology. Adopt or adapt the way someone else does something into your own repetoire.
4. Buy a notebook. Keep a journal, a blog, a collection on Evernote. Capture your learning and impressions.
5. Be willing to be stupid. When you reach beyond the familiar know that you will sometimes fall and fail. Embrace stupidity and banish perfection when you are building a new skill.

David Zinger is a global employee engagement expert who in 2013 has worked on engagement in Delhi, Mumbai, Pune, Berlin, Prague and New York. He builds his own skills and talents in 24 minute periods. To access Mr. Zinger’s services email him: david@davidzinger.com.

According to an i4cp and American Management Association survey of 327 business leaders 83% believe innovation will be more important in the future yet only 28% of organizations perceive themselves as effective at innovation.

Commentary

This says to me that almost all of us believe innovation is growing in importance yet three quarters of us suck at it. What do we need to do to engage and enable employees to be more innovative?

David Zinger is a global employee engagement expert who uses the pyramid of employee engagement to help managers with engagement.

Here is the the 2013 Employee Engagement Conference Schedule

8:00 – 8:30 a.m. – Registration

8:30 – 9:00 a.m. – Breakfast and Networking

9:00 – 9:05 a.m. – Welcome Remarks and Introduction of Speakers

Melissa Herrett, Marketing Content Manager at Avatar Solutions

9:05 – 10:00 a.m. – Keynote Presentation: Inclusiveness Means Business: How Diversity and Inclusion Boost Employee Engagement
Billie Williamson, Former Americas Inclusiveness Officer and Client Serving Partner at Ernst & Young LLP

10:00 – 10:45 a.m. – The NorthShore Way: Engagement Lessons Learned from a Large Multi-Hospital Health System
Maya Bordeaux, Vice President of Human Resources, NorthShore University HealthSystem, and Murat Philippe, Director of Workforce Consulting Services at Avatar Solutions

10:45 – 11:00 a.m. – Networking Break and Snacks

11:00 a.m. – 12:00 p.m. – The Power of the Pyramid for Employee Engagement

David Zinger, Founder and President at Zinger Associates/The Employee Engagement Network

12:00 – 1:00 p.m. – Lunch and Networking

1:00 – 2:00 p.m. – Maximizing Employee Engagement Tamar Elkeles, Chief Learning Officer and Vice President of Learning and Development at Qualcomm and co-author of “The Chief Learning Officer: Driving Value Within a ChangingOrganization Through Learning and Development”

2:00 – 3:00 p.m. – “What? How? Why!?” Navigating, Leading, and Engaging Through Change Across the Organization Jennifer Lee, Director of Learning at JB Training Solutions

3:00 – 3:15 p.m. – Networking Break and Snacks

3:15 – 4:00 p.m. – Panel: Onboarding, Employee Rewards, and Exit Surveys Moderator – Murat Philippe, Director of Workforce Consulting Services

Panelists
Susanne Dahl, Vice President of Talent Management at Northern Trust Corporation
Deanna Baker, Vice President, Employee Development & Human Resources at InteliSpend Prepaid Solutions
Amy Bastuga, Vice President of Human Resources at Radio Flyer

4:00 – 5:00 p.m. – Networking Session and Cocktail Hour

Great price $249. To get more information, click here.

There are a plethora of different questions used to survey for employee engagement. During the past few weeks I have been reviewing surveys and responses  for various organizations. I pay close attention to the anecdotal responses and the written statements employees make on the survey. At times, I am genuinely surprised that the person responding even works for that company given their expressed views of the work and the organization. Don’t get me wrong, there are some companies I would not want to work for but I would immediately engage in steps to either change things from the inside or work hard on finding work elsewhere.

For some disengaged employees, it seems the belief is that the company, leadership, or management is responsible for their engagement and they are helpless. This is a challenging place to begin intervening in engagement when helplessness and hopelessness surround engagement, the people you work with are referred to as them, and you believe you are working with the enemy.  I firmly believe that disengagement should never be a punishable offence but a trigger for a conversation. I also believe employees are responsible for their own engagement while leadership/management are accountable to employees for the impact they have on an employee’s level of engagement.

We are not helpless, we are not victims, we don’t thrive with paternalism, we can change through conversation, collaboration and co-creation.

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

David Zinger is a global employee engagement expert who in 2013 has already done engagement work in Delhi, Mumbai, Pune, Berlin, Prague and New York. Contact him today for education, speeches, consulting or coaching on engagement.

Have you been to Paris and  quickly glanced at the Mona Lisa or raced around the Arc de Triomphe? Dan Pontefract encourages us to slow down and notice the world not only when we are in Paris but to notice how our organizations have changed or need to change. How do we create a connected and engaged organization? Dan is the Head of Learning & Collaboration at TELUS. He encourages us to create, join, and sustain a flat army.  A flat army is people within an organization moving together as a collective one. Flat Army is a detailed book offering a powerful model and set of practices to change how we engage with each other and our work — taking us from command and control to organizational cultivation and coordination.

Here are 5 zingers from Dan’s book:

1. Current state of engagement. Dan offers the evidence and history of how our organizations are disconnected in the age of connection and how employees are disengaged when we need high levels of engagement. Our leadership models are incongruent with today’s workplace. Organizational leadership needs to embrace a more open and collaborative workplace. They need to build a Flat Army
2. Being a connected leader. Dan outlines the characteristics and competencies for leadership from becoming to being and beyond. In being a connected leader the characteristics range from delivering to clowning. New leadership can deliver with a results orientation while also connecting with a sense of humor and playfulness. The two are not mutually exclusive.
3. Organizational examples of Flat Army in Action. The book offers the reader a variety of profiles of flat armies in action. From Zappos and HCL Technologies to the flat army at TELUS.
4. Tools for the Flat Army leader. Leaders need to build their social media competencies, dimensions and skills. Dan offers snapshots of social media tools ranging from micro-blogging and wikis to webjams and tagging.
5. Mintzberg and McGill. Dan is from Canada and so am I. Certainly one of our leadership/management treasures is Henry Mintzberg from McGill. I appreciate Dan’s quotation from Mintzberg, who believes in a mosh pit of leadership and management, “no one wants to be led by someone that is not a manager and no one wants to be managed by someone that is not a leader.”

I encourage you to read Flat Army to receive your “marching orders” to meaningfully advance leadership and engagement as we approach 2020.

David Zinger is the leading global independent employee engagement expert who recently worked on engagement in Delhi, Mumbai, Pune, Berlin, Prague, Chicago and New York. David worked for 3 summers engaging and working with very small flat armies: honeybees. David has convened honeybees and humans together through office objects and technologies so that we may learn valuable lessons in leadership from their practices. To access Mr. Zinger’s services email him at: david@davidzinger.com.

80 percent of employees who were very dissatisfied with their immediate supervisor were disengaged. http://www.dalecarnegietn.com/good-managers-boost-employee-engagement/

Commentary

Are we investing our engagement dollars in the right place. It seems to me that the key is to help our managers to fully engage and learn to fully engage the people who report to them.

David Zinger is a global employee engagement expert who uses the pyramid of employee engagement to help managers with engagement.

Here is a short question for reflection:

If you could change work into another four letter word, what word would you choose? Why?

Last year I was invited by an Asian client to propose a two day workshop on an employee value proposition. This is not my usual work but I was intrigued by the connections between employee engagement and the employee value proposition. Because of other circumstances I was unable to deliver the workshop.  I encourage you to read the proposal and offer your comments about connections between EVPs and Employee Engagement.

Capitalize on expert knowledge to gain maximum value on these vital issues:

• Examine the current state of employee value propositions including strengths and limitations.
• Assess and apply the key criteria for effective employee value propositions.
• Determine best and test practices in creating a compelling workplace for employees.
• Review the current status and impact of your organization’s implicit or explicit employee value proposition.
• Ensure the EVP moves from a strategic exercise and cogent written document to an action promise within the organization.
• Focus the EVP to ensure it meets the actual perceptions and needs of employees.
• Overcome roadblocks and barriers to effective employee value proposition adoption.
• Leverage Zinger’s ten- block pyramid of employee engagement to create a robust eclectic and evidence based approach to an engaging and powerful workplace.
• Ensure the employee value proposition acts as a powerful tool to help your workplace master the way work is approached and achieved in this decade.
• Map out your EVP to improve the development process and enhance the outcomes expected from a solid EVP

Workshop Overview

The relationship between employees and organizations has been shifting over the past dozen years. Organizations are witnessing and experiencing disconcerting levels of disengagement that can range from 20% up to 70%. The annual economic toll of this lost productivity around the globe is over $600 billion dollars.

Today’s workforce is looking to receive value and organizations are struggling to determine how best to attract, retain, and engage the workforce in this decade. Just as the organization is striving to derive value from employees, employees are expecting to derive value from the organization. Although the value employees want to derive still includes monetary compensation it has become a potential bundle of benefits, perks, and ways of working.

The employee value proposition (EVP) is a powerful tool and practice that has been used the last decade to make an organization more attractive to its employees. A well-constructed and delivered EVP offers a systematic way to weave together talent, internal brand, engagement, work, leadership, recognition, rewards, behaviors, and other elements to attract, retain, and engage employees.

Organizations that had an EVP had 4 times the commitment level at commencement; the commitment was sustained over time and the salary premium required to attract employees was about half of other organisations that lacked a clear EVP according to research from the Corporate Leadership Council,. An excellent EVP also doubles the likelihood that employees will act as advocates for the organization. According to Towers Watson only about 1/3 of global firms have an EVP and 39% of organizations in Asia have an EVP. Yet, high performing firms are 10 to 18% more likely to have an EVP than average or low performing firms.

Weaving together the diversity of talent, brand, engagement, and work practices the EVproposition is a strong declarative branding statement and practice of what you offer employees who work with you. Through a combination of presentations, stories, tools, practical exercises, and recorded interviews with EVP practitioners this workshop is designed for senior managers, directors, and key decision makers. The workshop will help you address the real issues and challenges you face in engaging, retaining, and developing staff.

Day 1

Day 2

Why you should attend

The workshop will help to improve where you work. Bringing clarity to the value proposition can improve current practices, determine gaps, and help set future directions to enhance the connection between employee and organization. This workshop offers you a unique opportunity to work with David Zinger. Mr. Zinger brings a fresh and powerful approach to EVP that goes beyond HR, branding, marketing, and communication tactics. He knows the workplace from the inside out as the former employee assistance counselor and career development coach for Seagram. David Zinger offers no nonsense, creative and practical tools that will enliven the two days and enrich the action learning you take with you back to your organization You will be given time, connections, and tools during the workshop to draft an EVP or to review and overhaul your current EVP. You will map out your current state, your desired state, and address roadblocks that may prohibit or inhibit successful application of the EVP to acquiring, engaging, and retaining valuable employees.

David Zinger is a global employee engagement expert who in 2013 has already done engagement work in Delhi, Mumbai, Pune, Berlin, Prague and New York. Contact him today for education, speeches, consulting or coaching on engagement.

Dave Gray and Thomas Vander Wal offer an intriguing, insightful, and informative guide on co-creating a connected company.

Here are 5 zingers on The Connected Company:

Check out the back over. I appreciated the drawings and statements inside the back cover of the book. To succeed in uncertain times companies must organize differently. They must reorganize from hierarchies into holarchies, where every part can function as a whole unto itself. A connected company is flexible and resilient, able to adapt quickly to change. The path from divided to connected company is not simple or easy. But in an increasingly volatile world, it is also not optional. Also a real strength of the book was to transform the table of contents into the executive summary.

Exceed employee expectations. Everything is a service that is co-created with customers and interdependent with wider service networks and clusters. Quoting Howard Schutz from Starbucks, “You can’t expect your employees to exceed the expectations of your customers if you don’t exceed the employees’  expectations of management.”

Love. If you can’t find something to love about your company, then you are not doing yourself or the company a favor by staying.

Permeability. Making your systems more permeable will invite more energy and ideas into the company.

Discussion questions. Each of the 22 chapters has two or three discussion question at the back of the book. Use these to turn the prose of the book into a series of conversations within your company. The questions for the final chapter ask: What is the first step in our journey to connectedness? What, if anything, is stopping us from taking that step? What can we do Monday morning? I suggest the first step is acquiring  this book, what might hold you back is inertia and fear, and what you can do Monday morning is start reading and putting the principles and ideas into practice while simultaneously having conversations based on the questions for the 22 chapters.

David Zinger is a global employee engagement expert who in 2013 has already worked on engagement in Delhi, Mumbai, Pune, Berlin, Prague and New York. He believes employee engagement will never reach its full potential without the company or organization become a strong and connected company. To access Mr. Zinger’s services email him: david@davidzinger.com