When was the last time you washed a rental car? Probably never. And the reason is simple. Because you don’t own it. This simple reality offers a compelling insight into what it takes, really takes, to create engaged employees.
Four things you can do with immediate impact
In my latest column for this morning’s The Globe and Mail, I lay out four specific things you can do as a leader to create a level of interest and ownership that would not only get your employees to wash the cars, but also check the oil, and rotate the tires. Interestingly enough, none of the four are high-level strategic engagement initiatives developed by senior management at the annual planning retreat, or policies developed by a small army of bureaucrats in a backroom somewhere.
What it really takes for an employee to be engaged
I make the point in today’s column that engaged employees occur at an individual level, person by person, and as a direct result of the one-on-one relationship each of your staff has with their immediate and direct supervisor. Which means that if you’re a manager, supervisor, team leader, or any other title that has direct responsibility for people, then your behaviour and actions will unequivocally determine how engaged each of your employees are. This is a weighty responsibility, one that I believe no leader should ever take lightly.
Note: if you are a subscriber to The Globe and Mail, you can also read the column directly at their website at this link: https://tgam.ca/2l3vEOc
But as always, I’d like to hear what you think. What have been your experiences? Do the four specific actions I list in this column resonate with you. Please share your thoughts by commenting below.
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