Beat the employee engagement crisis by leading for the future with your head, heart and hands

Beat the employee engagement crisis by leading for the future with your head, heart and hands

Take a look around your office. Really. Stop reading this right now and go take a walk around your office, make some mental notes about what you are seeing, and then come back. For the vast majority of offices, employee engagement is at an all time low. Gallup have been talking about the employee engagement crisis for more than a decade – and each and every year, their reporting shows the same, steady lack of progress. Just under one third (32%) of employees are involved, enthusiastic and committed to their work and workplace. Author, Mark C Crowley interviewed Gallup’s Jim Harter to understand what is going wrong. After all, employee engagement has been flatlining for almost two decades, and does not appear to be shifting. In a nugget, Harter reveals the secret sauce for employee engagement: Engagement largely comes down to whether people have a manager who cares about them, grows them and appreciates them. And in case the message is not clear enough, Harter restates the challenge – “There’s simply no question that managers are one of the top root causes of low and flat-lined engagement”. Now, I have written previously about the gulf between leadership and management – and it is a favorite topic in management and leadership books. But it strikes me that it is exactly this gulf where our employee engagement challenge lies. You may well be asking, “Why is employee engagement important?”. You may have walked around your office and noticed people busily working. Or not. You may have noticed a buzz in the meeting rooms or been greeted with silent floors. Employee engagement...
To Create Innovation, Avoid the Shiny Object Syndrome

To Create Innovation, Avoid the Shiny Object Syndrome

Technology is seductive. Take a look at the devices that we carry around in our pockets or attach to our bodies – phones, monitors, bands and watches – each collecting, distributing and analyzing data. Think about how many of these you have – and think about their purpose. We use them for efficiency and optimization – to get things done better, faster and more reliably. They provide us with something that is missing – flexibility or the chance to gain some insight about our behaviors and actions. As a New Year’s Resolution, a friend of mine purchased a FitBit and has been using it daily. He says it helps keep track of his activity. “I know how much exercise I get each day and each week. It monitors my heart rate and my sleep and reports back to me in a number of ways – from instant updates and reminders to email summaries and encouraging achievement badges. It gives me a focus on my health”, he explained. I loved the enthusiasm and excitement. When we caught up recently, I was interested to find out how the FitBit experiment was going. Had he reached his goals? Did the data help? Did the device deliver? To my surprise, he wasn’t even wearing the device. “Hey, what happened to your watch?”, I asked innocently. “Did you lose it?” “It’s not the watch, I lost”, he said. “It’s the motivation to track myself”. Sensing that there was something more going on here, I pressed further. When we met in early January he was excited about this idea and had spent a great deal of time setting...
Lessons learned from a year of innovating

Lessons learned from a year of innovating

When I look back over 2016, I can see many examples of widespread change, disruption and innovation. I can see tremendous gains and hard fought incremental improvements. But away from the big ticket items, what has really changed? Let’s take a look. Live your mantra When I worked at Nike, we had the world famous tag line, “just do it”. It’s a great, action oriented phrase that can be applied to our approach as leaders. But more importantly, it can set an agenda and a mindset across all levels of business. And when it comes to innovation – to driving outcomes of invention – this can be vitally important. Rather than seeing “just do it” as a tag line or a motto, I prefer to think of it as a mantra – something that can be thought and acted upon. Some of the leaders and businesses that have stand out mantras and business models this year include: Elon Musk’s SpaceX company is “making life multiplanetary” and blowing our minds along the way Michael Dubin’s Dollar Shave Club helps you “shave time, shave money” and was picked up by Unilever this year for $1 billion Jeff Immelt has relentlessly pursued innovation at GE, and “imagination at work” can be seen in every story told about the company in any and all media. Creating a digital strategy that sets you apart The last five years has seen a significant change in the way that we consume and produce news and media. Gone are the days of the once and done TV ad. Sure it may work for some Superbowl scale brands,...
Saying Yes to High Visibility Projects – Five Steps to Visible Success

Saying Yes to High Visibility Projects – Five Steps to Visible Success

No matter whether you are just starting out in your career or about to retire, saying “yes” to high visibility projects should be at the top of your list of priorities. For those starting out, it indicates willingness and motivation. It helps mark you out as a future leader. For mid-career leaders, taking on high visibility projects can accelerate your progression, open up additional responsibilities and opportunities and signal your interest for executive leadership roles. And for those considering retirement, and thinking about a different kind of future, high visibility projects can provide a lasting career legacy while also acting as a beacon for younger leaders. High visibility projects are important – particularly for women – as a HBR article by Shelley Correll and Lori Mackenzie points out, for those wanting to succeed in a corporate environment, visibility is the single most important factor: More than technical competence, business results, or team leadership ability — these leaders agreed — visibility is the most important factor for advancement But before you can say “yes” to a high visibility project, there is some work that needs to be done. Let’s take a look at the five steps to visible success: Start with a small success: We all like to make a “splash”, but taking on a large challenge also comes with risk and additional pressure. Volunteering to present at the national sales kickoff, for example, will put you squarely in the line of sight of your organization’s leadership. They will know your name, voice and the way you move on stage. They will scrutinize your presentation and speech – and this...
Innovating Across Three Horizons

Innovating Across Three Horizons

I will be the first to admit that numbers matter. It matters that you set them, pursue them and achieve them. As leaders, we need to be across the numbers – from revenue targets to cost centers, investments to acquisitions, and everything in between. But not all numbers matter in the same way. I was reminded of this recently, reading startup entrepreneur, Steve Blank’s article on the challenges facing chip manufacturer, Intel. Like most large enterprises, Intel is building and optimizing its business based on its past successes. As one of the most successful technology companies of the past century, Intel has been at the forefront of tech-driven innovation. How many of us remember the “Intel inside” stickers emblazoned across our computers, servers and laptops? But there has been a shift recently. Intel’s last two CEOs delivered outstanding numbers – both in terms of profit and R&D investment. They optimized and executed at scale, with assured expertise. Yet, at the same time, Intel also missed two significant technology trends. As Blank points out, the first was the shift away from desktop computing and the second, was the opportunities presented by collaboration and licensing of technologies. While Intel has recently announced layoffs to the tune of about 11% of its workforce, it’s not yet the end of the road. It’s chip architectures still dominate data centers the world over, it has deep expertise, capability, intellectual property and leadership. But can it look to a different type of number to drive its future performance? The Three Horizons model of innovation provides leaders with a framework for managing current and future growth...