The true enemy may be within the walls of the organization.
Ask team members to anonymously rate how many of their colleagues are fully engaged and committed to the short and long-range goals of the organization or team, and you are likely to be surprised at the estimate.
Even in the best organizations, team members who are fully engaged and committed represent half or fewer of the team.
For leaders, this is the largest and most difficult challenge they face.
The more team members who are aligned with the strategy and focused on furthering the goals of the organization every day, the more success an enterprise experiences. But getting everyone on board and firing on all cylinders is quite the test.
Unfortunately, there are no silver bullets or surefire fixes for elevating engagement. Organizations with higher engagement (not culture surveys that purport to measure it) share three common threads.
Higher commitment and engagement are associated with organizational cultures where recognition is commonplace. Specialness stands out in cultures of recognition.
Unlike informal appreciation, recognition is more formal and given for achievements, outstanding performance, and the attainment of milestones. Organizations and teams that make a point of recognizing outcomes and the people who create them foster more commitment.
The relationships team members have across the organization are also indicative of higher engagement. More committed team members feel connected to others and have a strong sense of belonging to the team or organization.
Leaders can promote this belonging by creating opportunities for colleagues to connect and collaborate with each other. Social activities sponsored by the organization also forge stronger bonds between teammates.
It is also essential for team members to receive data-driven feedback about the indicators of their engagement. Metrics that track how team members collaborate, involve others, and spread the word of the organization are a telltale sign.
Those with low scores can be spoken to about the need for them to elevate their game and become more engaged.
If commitment transforms potential into results, then leaders must do their best to transform commitment. The more team members who are aligned, fully engaged, and committed to the team and its goals, the more success an organization will realize.
It is up to leaders to make the difference.
A Daily Dispatch from the Front Lines of Leadership.
