2. Don’t simply measure employee engagement; create a culture of high performance by focusing on development.

Many leaders have given employee engagement surveys a try. So why are only 15% of global employees engaged at work?

One underlying problem is that many leaders view employee engagement as the goal — an end in itself.

Excellent leaders recognize that engagement data are only the beginning. They consider engagement an ongoing, methodical exercise — one component of a holistic strategy for optimizing their culture.

The best leaders don’t collect data for data’s sake. They ask questions like, “What pressing problems do I need to address? What challenges are my customers facing?”

To this end, winning leaders enable their managers (who make or break engagement) to serve as coaches who use engagement insights to develop their team members for the future.

Great leaders also know that engagement surveys are a dime a dozen. They take the time to find scientifically and experientially validated approaches to engagement — interventions that are empirically connected to performance gains.

It’s an investment that pays off (and then some). With extraordinary engagement, organizations achieve top-shelf performance in crucial outcomes such as profitability, turnover and sales.

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