There is a worldwide employee disengagement crisis

This seemingly silent profit killer is growing amongst disenfranchised employees and it could be happening right under your nose.

Your employees might be showing up for work, but if they are checked-out and unenthusiastic then their loss of passion and commitment is costing you money. They might be putting in time but if they are sleepwalking, their lack of productivity will be undermining the good work that your engaged employees are putting in and lowering morale.

I’m sure we have all been around a moaning minnie….eventually it gets you down.

You might think the key is to send your middle managers and senior leaders on a training course, and to an extent that can help, and they may return enthused and inspired, especially if the manager was disengaged them self, but all that often accomplishes is similar to taking a fish out of a dirty pond, teaching it some new tricks and putting it back in the same dirty pond- the waters are still murky and it’s too much for one fish on its own to clean it up.

Engagement surpasses leadership. Actively engaged teams are the key to your businesses success; they are the life blood that provides sustainable success and a more profitable organisation. Your people need to have buy in, they need to feel part of a shared vision, and feel valued and as if they have a role to play in the success of the business. Then, and only then, will they do their best for you.

So, where to begin?

How can you effect change and get your work force working for you and not against you.

They key is to start where you are with a really honest assessment of which category each member of the team fits into. And there are three-

1. “I”. The singular person. These people need a lot of managing. They don’t tend to be self-motivated. They will follow the herd and are the first to join in when there is any conflict. They want to fit in and be popular, and like a chameleon will mirror the other members of the team.

2. “Me”. The individual person. These people have gained a bit of a sense of significance and they are connected to the group, but they are not yet driving, they are still awaiting instruction.

3. “We”. These are the bigger picture thinkers- they know the vision, the mission and the culture of the business. They work for unity in the team, they are authentic and respected and lead by example. A successful team depends on having a higher number of these people on your team to bring the I’s and the Me’s on board.

If your “I’s and Me’s” outweigh your “We’s” then success will be short lived and over time the culture will be one of apathy. You need to maximise and grow your “We’s” in order to up the ante.

To fast track change, you, your managers and your leadership team need to be “We” people, first and foremost. Leading from the right mind-set, with the right behaviours, walking their walk and talking their talk, working with your people to create a united cohesive group.

Equality, and a feeling of being valued and heard underpins this approach and should be backed up by on-going action-based objectives for all involved, for which they should be publicly accountable, updating the group to develop mutually trusting relationships that everyone is pitching in and working together.

Once the team have embraced the concept that each person has a part to play in the success of the business then unity will kick in.

The whole organisation needs to understand that the success of ANY team is based around full participation and total team engagement.

Engagement strategies must be prioritised over mainstream leadership training to get everyone pulling together towards success.