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Approach to Engagement


It may seem counter intuitive, but the activity itself must provide the feedback in order for one to 'self' engage--become involved with heart and mind!  Just as the only lasting motivation is self-motivation, so too the only continuous engagement is self-engagement.  Everyone brings a level of engagement, or lack of it, when they join a group based on their previous learning experiences with groups.

What separates an engaged person from one who is not is the ability for the activity itself to provide the primary feedback.  Focus on the activity is key as only the activity can create a sense of purpose, meaning, and accomplishment for everyone.  Any group leader can accomplish this by working with everyone in asking the critical questions for their group's success as to "How are we doing?"  Once a group leader understands, not only how they came to be engaged (very often a reason for their promotion), but how they can help others move towards engagement as well they feel empowered to continually involve everyone with their hearts and minds!  

Different from most other approaches which are top-down.  This approach is user-centered or working backwards by helping group leaders understand and take specific steps (recipe) to continuously move everyone towards full engagement during frontline daily operations. 
 
Unique, in that, the approach identifies a simple but often overlooked source of feedback--that from the activity itself.  So, although feedback from colleagues and supervisors is important, it is people practicing for the activity itself to provide feedback which will ultimately determine if they will continue to stay engaged (self-engaged).  At its core most every groups success is about completing activities so the group leader must work with everyone to stay involved with heart and mind within the framework of those activities.  When everyone is focused on the activities a sense of purpose, meaning, and accomplishment will bring hearts and minds to their involvement.


Definition used:
Engagement =  Involvement + Mind + Heart
  • Where people continue involvement by learning the skills (abilities) needed for their challenges (tasks).  This happens when the group leader, who usually has first hand experience, makes sure everyone has the abilities and tools needed to perform the tasks which are being asked of them.  However, involvement alone may not engage as a person can perform tasks well but if they are in the habit of doing/waiting to be told what to do and how they are doing their hearts and minds may not stay in their efforts.
  • People think better (mind) as the activity itself provides them feedback both individually and collectively.  The group leader can work with everyone to do this by 're-asking' the critical questions for "How are we doing?"  Focusing on the activity creates a sense of purpose, meaning, and accomplishment for everyone.
  • People feel energized (heart) through gratitude and connection with those which benefit from their actions.  Feeling good about themselves when they engage others who, in turn, reengage them  into taking ownership.  By understanding the cycle of engagement, group leaders can promote this energy by helping people move on the continuum towards full engagement.  Once someone practices what is needed for self-engagement they experience a joy and commitment which becomes fulfilling.

These do not need to be formal or even verbal processes, they most often are informal such as forethought.  An example would be the quote of Henry Winkler, "If you want something bad enough you get up every morning and brush your teeth with it."   "Full" engagement occurs when people develop the ability, with practice, to give themselves objective feedback.

Most group leaders are themselves engaged but may not recognize it because it is not taught in many curriculum's.  Likewise, without understanding, they may feel that they are as responsible for engagement, as they are for training,  This dooms leaders to long-term frustration and failure because, while they may be a guide, ultimately self-engagement is the answer.  Also, without understanding the what initiates engagement, even their own, they have trouble helping others to move towards engagement.

Studies on "employee engagement" of different size, times, regions, and industries show remarkably similar results.  One reason could be that to a large degree people carry with them  a level of self-engagement (on a continuum but not static) which represents their experiences in past and present groups of all types.  And that formative groups such as school and work are remarkably similar in many regions.

The percentages in the three categories (engaged, not engaged or neutral, and disengaged) are not important to the group leader as much as the understanding that they already assess (share opinions) where people are and can practice working with them on accountability for their movement towards self-engagement.  Group leaders commonly describe people in these three categories as "they get it", "do as they are told", and "just don't get it".

How can a group leader help the people who have not yet learned to be involved with mind and heart?

By helping them participate in re-asking (mostly non-verbally) the critical questions for "How are we doing?"  'Re-asking' because senior leaders are already asking questions which are critical to the organization's success.  In fact, feedback from supervisors probably delivers the answers to the group.  But group leaders can re-ask those questions in the context of the front lines to help everyone own the answers.  



The following table shows how the steps in the process (recipe) for full engagement build heart and mind on top of involvement.  If a person continues the five characteristics of gratitude, commitment, learning, focus, and enjoyment within the framework of their daily activities they will then remain engaged!


 Actions 

 
demonstrate
    the      

 
  Behaviors

      to       continue
     the     

 
Characteristics

 Thank

 

 Appreciation

 

    Gratitude

  Invite

 

   Intentions

 

  Commitments

   Ask

 

  Reflection

 

     Learning

 Feedback

 

   Attention

 

       Focus

  Share

 

 Connections

 

   Enjoyment

 
Strengths and Engagement are two sides of the same coin.  Both are framed within the activity.  Just as when you perform an activity that 'strengthens' you , so too will the activity itself provide feedback, energizing you through meaning and purpose.  With a strength, you will look forward to an activity, be absorbed in it, and be energized by it.  When engaged you will anticipate the activity with a sense of gratitude and commitment, learn from it, and be more enjoyed and focused as you look back on it.   

The message to all group leaders, present and future, is good news, "you can help people experience engagement" (if they haven't already) by working with them to learn to get feedback from the activity itself.  Helping them 'think better' is a journey (not a destination) but will relieve your anxiety by not always 'telling them what to do'.  But the really good news is once they experience engagement they are 'hooked'.  They will want to experience the energy, satisfaction, and accomplishment from a job well done from then on.  And it will not come from you, it will come from the customer who benefits from their concern and effort again and again. 












Downloadable eBrochure

A free brochure for any group leader to keep everyone involved with hearts and minds--associates, customers, and partners alike. Practicing one of the most critical career skills for customer and associate retention.