Manage to Engage. Pamela Hackett

Manage to Engage - Pamela Hackett


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they struggle to bring pragmatic people solutions to fruition. Many are wanting to or even hoping they can but falling flat as they try to wrestle the chaos to deliver their day-to-day workloads and engage their people. The two go hand in hand. One begets the other, and that's the problem to solve.

      Brand continuity, strategy development, marketing, HR, and operations must come together to bring the employee experience into the same value as we hold the customer experience and shareholder goals.

      The aim of this book is to help you find a way to that point: where everyone in your organization “gets engaged.” It's a significant journey: an all or nothing experience. There are no degrees of engagement. Just as with safety, you are either safe or you're not; you either have an engaged workforce or you don't. There are no half measures.

      Let's get back to our nine engagement tools: MI-9. The workplace scorecard of the future will score all nine elements: fair Trade, cause, clean and meaningful infrastructure, confidence, connection, collaboration, community, capability, and freedom.

      In the future, employee advocacy will grow in importance as people are enabled to be their best and feel their best at work. Strong communication; a clearly understood vision; knowing they are making a difference and where their role fits within the grand scheme; feedback on their performance; the ability to play to your strengths; managers and leaders who really listen and care – all of these elements contribute to employee advocacy. All the evidence suggests that a sense of freedom, of control over one's destiny, plays a crucial role in achieving engagement and inspiring that advocacy. It energizes you to go all-in.

      The MI-9 formula proposed here is a starting point. Those companies that can demonstrate all nine engagement triggers and calibrate them to their people's needs can expect to be able to demonstrate higher levels of connectivity between people, a key ingredient critical to people's success, health, and happiness at work and a critical means to volunteerism and engagement. Fair trade will extend beyond the concepts we think of today: to the point that giving employees a fair deal and a good experience at work ranks as highly to outsiders as companies’ growth, profit, and environmental and social responsibility credentials, for ESG.

      To understand what all of this might look and feel like to the people who work for an engagement-focused employer, let's break down the nine engagement tools of the MI-9 formula into the 2 Fs and 7 Cs, looking first at the 2 Fs. Here's how your team might view you through the lens of the MI-9:

      1 Fair trade: I do a fair day's work for a fair day's return. My return on the discretionary effort I volunteer is rewarded both financially and personally. I know I contributed, I know what I do counts, and I am given a fair go!

      2 Freedom: I feel in control of my destiny; I can think, feel, and share. I have a voice. I can have an opinion. In my world, I can agree or disagree, but then I commit. I know I am seen as a responsible adult.

      These 2 Fs mean that companies will be obliged to engage in fair trade in all relationships across the value chain and beyond. We can expect to see fair trade commissions with a remit as serious as those of human rights and worker rights commissions today. The means will count as much as the end. The businesses of the future must be fit for human consumption, a magnet for talent, ideas, improvement, innovation, and growth, producing better results with less profit consumption. Isn't that the aim? A win-win? And investors will respond accordingly: money flows where engagement goes.

      The seven Cs will look and feel something like this to your teams:

      1 Cause: I have a purpose. I make a difference. I know I'm working for something bigger than profits, productivity, or production. What I do and how I do it contributes to the greater business, to a cause. I know I must make my world a better place – both at work and outside work. I know I need to keep my company fit, to keep my world healthy and my mind happy.

      2 Clean and meaningful infrastructure: I feel my workplace works for me, not against me. I have clean / perfected processes and policies to help me. Nothing stops me from doing my job well. I have clarity on what's important and what I need to do. I know where to go if I need help. I have an infrastructure built with me in mind. My workplace also fits with the outside world; it is responsible.

      3 Confidence: I feel my doubts are resolved, my world is transparent, and communication is fluid. I know when things are going well or not, and I know when I've done a great job. People understand me. I trust the people around me. I trust my managers and leaders. I have one foot in the present and one foot in the future; I am set up for success.

      4 Connection: I am in partnership with my colleagues and peers – we connect. I have a great relationship with my co-workers and managers, my customers and suppliers. I see the connection between the micro vision of my team with the macro vision of our leadership.

      5 Collaboration: My workplace is a network of alliances working toward one common purpose: to be the best we can be. If one fails, we all fail; together we succeed. We follow the best, not just the boss. We come together naturally to achieve our results.

      6 Community: I feel I have a network of support. We build communities of practice, of expertise, of problem solving. We are social and professional in our community building. We bring the outside world in, and we go to the outside world to challenge ourselves to learn and grow from others.

      7 Capability: I am capable of performing my role, my job. I am learning all the time, from others, from across the business and from the outside. I am surrounded by capable people. Because of this, I feel I am growing, and our results show we are growing. I work for a capable organization. I know we are set up for success.

      MI-9 are the tools to engagement at work; they become the triggers, the fuel for achieving results; when people experience these 2 Fs and 7 Cs, they


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