Secrets of Employee Engagement: Three Common Mistakes to Avoid

Does your company endure any of these?

• High Absenteeism


• Sense of entitlements


• High staff turnover


• Unacceptable time utilization


• Unacceptable job output


• Unacceptable productivity


• Excessive employee and customer complaints


• Conflict in work


• Resistance to pay attention to or adjust

Many organizations suffer from many of these, very customary, symptoms which are connected with unengaged workers. What can you do about it? What's created this condition? Is this inevitable? Does the challenge rest with staff or management or it's more intricate than this?

Mistake Number One

The mystery to employee engagement is not in leadership training, it's not found in employee engagement training, it's not in an employee satisfaction surveys, it's not in books, seminars or DVDs. Sadly, theory taught in the classroom deliveres very little long-term improvements. It is action that makes the difference.

Mistake Number Two

The secret to employee engagement is not in knowing the diversity of workers in the organization. Knowing Generation X & Generation Y, Millenials, Baby Boomers, minorities, or religions, doesn't make a difference. Universalizing or stereo-typing in this manner will direct you to wrong conclusions will in all likelihood impair the opportunity to improve employee engagement.

Mistake Number Three

Now, this one is the leading mistake of all. The secrets to engaging workers isn;t assuming that employees are like you. Don’t think they contain universal needs, values and wish to be treated as you desire.

People are vastly different

It is no surprise employees are enormously different, so much dissimilar it is as if they came from various planets. What will motivate and engage one employee might demotivate or disengage someone else. What makes up self-interest for a person will not in the case of others. These differences are there regardless of the diversity of the team.

As as long ago as the 5th Century B.C., Hippocrates depicted groups of human characteristics, each group very differently yet by the same token important in its specific way. There have been many adaptations and adaptations of the foundational groupings over the years.

So how do you Motivate and Engage Staff?

The answers are locked up your people, in their values, beliefs and needs. Each of us possesses unique intrinsic drivers and if a leader knows how to connecting with these, is going to be strenuous to motivate and engage employees over the long term.

The answer lies in nurturing an employee’s self-interest. You may force people into doing work, but force is not a leadership system that delivers exceptional performance and compounding worth.

To gain access to the insight you must talk to your employees and have tools to assist you in quantifying the crucial indicators that generate worker motivation and engagement. These tools should also support you in the alignment process. supported with the insights and system, you can then have a framework for improving worker engagement and motivation over periods. Without a system you will plunge into the biggest misstep of treating people like you would like to be treated. As human beings we too easily fall into this safe space.

When a leader is able to put this system in action and execute it on a regular basis their hard work are most often met with with a reciprocated effort from the staff.

This is how you change your organizational culture...from one to many.

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