Is My Team Engaged?

Posted on by Byron Darden

There are a few ways to measure engagement among your team.

  • Employee Feedback – Observation often shows whether an employee is engaged. How do they react to the other team members? Are they enthused about their tasks? Speak to your employees individually and as a group to identify factors that drive or hinder engagement.
  • Performance Metrics – Measure productivity levels, work quality, and attendance. Higher-performing employees consistently meet or exceed expectations, which correlates to a higher level of engagement.
  • Feedback and Recognition Programs – When others speak highly of an employee, they are engaged.
  • Social Network Analysis – Observing the connection and interaction between team members is another indicator of collaboration and engagement.
  • Pulse Surveys – Short and frequent surveys capture real-time feedback. Conduct these regularly to assess employee sentiment and identify areas of concern or improvement.

Reach out for a short consultation and I’ll send you a link to a survey you can ask your employees their opinion on how well you engage with your team.

REACH OUT

How Can I Foster Engagement?

Posted on by Byron Darden

There are several ways to foster engagement in yourself and as a part of your organization. Here are the Four Rules of Engagement and how they might affect your behavior.

Four Rules of Engagement:

  1. Lead by Example – Act with integrity, accountability, and professionalism. Engage in the work, and your team will follow. Be personally inclusive when addressing issues of human behavior.
  2. Communicate Clearly and Consistently – Provide regular updates and information relevant to their tasks and responsibilities. Be approachable and open to feedback and questions. Refrain from absolutes because they are rarely accurate.
  3. Empower and Develop Others – Acknowledge and endorse others for their point of view, opinions, and understanding. Provide opportunities for learning and skill-building, offer constructive feedback and guidance, and delegate tasks and responsibilities that allow individuals to take ownership and showcase their abilities.
  4. Build Relationships and Foster Collaboration – Show genuine interest in well-being and personal growth. Leave room for possibility when framing an alternative perspective. Create an environment where individuals feel supported, valued, and motivated to contribute their best.

Let me illustrate how I experienced engagement first-hand while attending an event:

I once attended a fireside chat for women of color focused on Empowering Authentic Corporate Women. Four panelists spoke on various themes, including breaking the glass ceiling, my mantra for women in leadership, embracing one’s authentic self, and overcoming imposter syndrome and self-doubt. As these women shared their personal experiences in a world where navigating the complexities of corporate culture is crucial – yet another beacon of light I shine in my work as an executive coach – the host invited questions from the audience.

I raised my hand, and the host brought the mic to me so that all attendees could hear my question. I began by introducing myself and sharing that I support corporate women in navigating company politics so that they can break the glass ceiling and gain a seat at the decision-making table. Immediately all eyes turned to me as I asked how these women overcome the indoctrination of us all that teaches us what to say, what to think, what to believe, and how to respond, which begins as we leave the womb and continues throughout our lives.

There was a flurry of activity as each panelist grabbed the mic and shared their thoughts. I was so inspired by what these women spoke of that I developed a framework and pathway to help executive leaders deal with indoctrination and overcome its crippling effect on women wanting to move up the leadership ladder.

As the discussion ended, several women surrounded me, asking for my contact information.

Here is an example of what engagement can foster.

  • Connecting with the audience and the panelist by tapping into the team spirit of the event – I’m there to support you on these very topics.
  • Strengthening the bond between what I do and what they want more of – coaching this audience on these issues.
  • Empowering the panelist to share their opinion and the audience by sharing myself – thus offering insight on how to free themselves of the chains of indoctrination and take up the responsibility to seek change.
EMPOWER YOURSELF

The Numbers to Back It Up

Posted on by Byron Darden

According to the People-Element-2023-Engagement-Report, high employee engagement correlates strongly with positive performance outcomes. Organizations that focus on increasing employee engagement see growth and profits.

Lower employee engagement can lead to turnover, accidents, and absenteeism. Higher engagement rates lead to a 14% increase in productivity, an 18% increase in sales, and an astonishing 68% increase in well-being. Higher engagement leads to a “healthy” workplace where employees are connected to their work and culture. A healthy organization is 2.2x more likely to exceed its business goals.

Ask employees who leave a company the main reason for their departure, and they will likely mention how engaged they were with their leader or organization. While the aftereffects of the Covid-19 pandemic have contributed to the increasing discontent, the numbers of highly engaged employees were lower before 2020. As we put the past two years in our rearview mirror, we can change how we view and organize our teams, and a part of this involves how we engage as leaders.

CREATE A HEALTHY ORGANIZATION

Your Turn

Posted on by Byron Darden

“Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.”  – Anne M. Mulcahy

Anne M. Mulcahy is the former chairperson and CEO of Xerox Corporation. She has also been a member of the board of directors of Catalyst, Citigroup Inc., Fuji Xerox Co. Ltd., and Target Corporation.

Ms. Mulcahy beautifully summarizes the sentiment we’ve been striving to communicate here. The more engaged a leader is, the more engaged their employees will be. Once a person is committed to the culture and vision of the organization and feels like their contributions are meaningful and gain fulfillment in their work, this directly correlates to the bottom line of the company as a whole.

Now it’s your turn. Start by asking yourself a few basic questions:

  • Am I engaged with my work and employees?
  • How do I demonstrate this using the Four Rules of Engagement?
  • How can I bring my BEST forward?
  • Are my employees engaged?
  • How can I nurture engagement in my team?

When you note there is room for improvement, I encourage you to reach out. I’ve helped many leaders enhance engagement and create a more engaged workforce—book time on my calendar to discuss how to improve your Executive VOICE.

LET’S CHAT

Founder’s Corner

Posted on by Byron Darden

Consistency is the name of the game! – Billie Norris, Writer and Luxury Lifestyle Specialist

As you can see by these images that depict that very concept. In this addition of Leading With Purpose On Purpose we are continuing our series on The Executive VOICE and we are addressing what many of us struggle to do day in and day out and that is to do whatever we do well, regularly!

Particularly when it comes to leading teams, our businesses and ourselves.

In a world of constant change, the only thing that actually remains the same, we are charged with finding a way to nurture an environment where employees, managers and leaders can function knowing that, while change is always taking place, there are some things we can count on. Clients still need what we have to offer. Employees can count on one another to make the effort to accomplish necessary and continually lengthening list of tasks and To Dos. Managers continue to show up to guide their teams through projects. And leaders are counted on to keep the fire burning on the vision for which we work so hard to bring more fully into focus.

The types of things that do tend to remain as a constant are how we show up as leaders. For example, while expectations may change their need for clarity remains. The desire for balance and trust remain paramount. And the ongoing support necessary for the front line of employees and managers are without question, crucial in order to keep the productivity of teams moving down the railroad track into the next station.

There’s an old saying in New England, particularly in the state of Maine, “you can’t get there from here!” Meaning, that when you want to reach some far away location, gaining access can be rather extensive, and the directions can be so complicated, that it leaves some flustered enough to give up. That can sound like a work situation that causes people to quit.

The aspect of complication in this context is the ever changing landscape requiring a break in consistency we yearn for that allow us to get from point A to B. This constant state of flux is all the more reason for leaders to show up consistently creating space to help teams thrive. It could be living up to your personal brand to show up when you say you will and do what you say you will do. That’s easier said than done!

As leaders, maintaining as stable a foundation as possible, helps those we lead stay grounded and confident that they can get the job done and done well, and in most cases, meeting deadlines.

Value of Consistency in Leadership

Posted on by Byron Darden

When we head to the grocery store, we expect (every time) to find our favorite yogurt and snack foods. When it is not there, we experience confusion and head to the manager to find out when or where to obtain our desire. Human nature yearns for predictability– a place to come home to, steady work, an easy commute, a great meal, etc. It’s no different in leadership, where consistency affords employees and peers knowing what to expect and the freedom to act accordingly.

“Consistency is the name of the game.” as one wise friend reminds me well, . . . consistently! Though it may be helpful to determine what game is in question. When it comes to leadership, the game is about becoming and maintaining viability as an organization. The players are of a professional nature as employees, managers, directors, and leaders.

The organization may include a board, where members recommend how people and projects in different positions could most effectively provide the greatest optimization to maintain organizational viability. This context sets the stage most effectively for implementing education to gain the desired outcome.

TAKE ACTION

Clear Expectations

Posted on by Byron Darden

Employees can perform to expectations when they know what to expect from your behavior. When you constantly change your mind, there is chaos. Consistency brings with it a sense of logic and regularity. These are all concepts we tend to cling to in a life full of change. Consistency has a grounding nature that allows us to deal with change more effectively.

At the same time, when inclusivity is of global significance, it is worth noting that consistency is a form of conformity, seemingly the opposite of showing up as our authentic selves. It may help to see the framing of consistency through the lens of steadiness and uniformity. This adds a sense of stability in which we find comfort in something we can count on while so many things are in flux.

GAIN CLARITY

Balance and Trust

Posted on by Byron Darden

In the marketplace, we tend not to trust when consistency is absent. We hold back and sometimes pivot in a new direction for substantive familiarity. We may prefer to deal with the devil we know rather than the one we do not know. Because of this, the game of consistency tends to rule. The more you can be counted on as a leader, the more comfort you generate for your team.

In a world of impermanence, how do we create balance with consistency? Here are some questions to consider. See how they resonate with putting you in the comfort zone of consistency that seems to count for so much to reach success.

  • Do I communicate my expectations clearly and consistently to team members?
  • Do I consistently demonstrate clear values and ethics in my decision-making?
  • Am I reliable in meeting deadlines and following through on commitments?
  • Do I treat everyone on my team fairly, regardless of background or personality?
  • Do I consistently seek feedback from team members and use it to improve myself and the team?
  • Do I hold myself accountable for actions and mistakes and hold my team members to the same standards?
  • Do I consistently support my team in their professional growth and development?
  • Do I consistently strive for excellence and encourage my team to do the same?

After answering these questions, do you see yourself as a consistent leader? Or are there areas for improvement? Consistency is a skill you can nurture.

CREATE BALANCE

Helping Your Team Thrive

Posted on by Byron Darden

Consistency is essential to your team dynamics. We cling to consistency as it saves time, money, energy, and as much avoidance of anxiety as possible. That is when it does not stifle innovation. It is also a positive quality in your brand persona, given the benefits of its offer of the abovementioned elements.

When we lack consistency, we tend to be less favored by those for whom consistency rules supreme. This allows us to make an informed choice knowing the probability is most likely in our favor with specific audiences.

Here are some more benefits to your team:

  • Being consistent builds trust and respect. Your team can count on you to communicate expectations, follow through on commitments, and demonstrate clear values.
  • Being consistent encourages accountability. As a leader who holds their team in high regard and has instilled a sense of ownership, your team tends to respond with accountability and excellence.
  • Consistency enhances communication. When your team knows what to expect, they can skip to discussing important things about the project and team strategy.
  • Consistency fosters innovation. Without guessing intentions, time is freed up to present new ideas. Leaders who support this trait encourage their employees to take risks and brainstorm different approaches.
  • Consistency supports growth and development. As long as it’s part of the leader’s game plan, time freed up by consistency can be spent on the team or individual growth opportunities, whether training, new tools, or fun, enriching activities.
BUILD CONSISTENCY

Small Changes Lead to Big Results

Posted on by Byron Darden

Sometimes we get feedback that suggests something needs to change in how we do what we do. In those instances, it is helpful to consider the issue’s root that prompts the feedback to find its way to our front door.

Once you’ve done a root cause analysis – a fancy way of saying what’s causing the problem – you can identify solutions to ensure the problem gets solved and determine steps to prevent it from reoccurring. While it can be a noted effort to tackle, the first step is overshadowed by what it takes to avoid the reoccurrence. That is where your discipline is crucial.

These examples may trigger behaviors to replace, what to do instead, and a quick technique on how you might tackle this change.

Move FromMove ToWhat to Do
Late to meetingsEarly to meetings15-minute calendar buffer
Talk muchTalk lessListen more
Full agendasSpacious agendasLessen agenda items
Work weekendsAvoid weekend workSchedule nonwork weekend activities
No ME timeRegular ME timeSelf-Appointments
Heavy workloadDelegate workloadDiscuss deadlines and workload as a team
FIND YOUR ROOT CAUSE