When a person decides to leave their position at a company, it is often not because the work is overwhelming or unfulfilling. The main reason is that they experience a disconnect with their leader or the work. They may feel they are not heard or understood, their contributions are not valued, or they may have lost faith in the organization’s leadership. Employees who are not free to express their ideas or concerns can become disengaged or unmotivated. They begin to seek opportunities to feel like they are making an impact.

Recognizing when you do not have the full commitment of your employees is a critical skill of a leader, and you can do this by practicing the art of engagement. Ideally, you’ll want to engage before the situation becomes critical; however, increasing engagement is helpful at any time. Managers can promote employee engagement in various ways – from asking for input to hands-on involvement in projects while fostering a sense of ownership and accountability. The value of engagement is apparent when employees are motivated to contribute to the team and company goals.

In this fifth installment of the Executive VOICE, we explore leadership engagement – what it is, why it is critical for the success of any organization, and what you can do to engage yourself and your team.