Find a Common Mission to Engage Employees

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Find a Common Mission, Vision and Purpose

Despite billions of dollars of investments, organizations around the globe see employee engagement stagnant at only 13%.

David Harder, author of The Workplace Engagement Solution: Find a Common Mission, Vision, and Purpose With All of Today’s Employees, believes that CEO’s can successfully awaken the culture, and that you can create an enthusiastic culture and loyal customers. David is the founder of Inspired Work. Over 42,000 participants have engaged in his program to change careers, become better leaders, and launch businesses.

I asked him about his engagement ideas.

 

“Beware the barrenness of a busy life.” -Socrates

 

What are some of the characteristics of a culture that it truly “engaged”?

An engaged culture promotes continuous learning so that employees are not only growing, they are staying ahead of change. Even better, they are bringing positive change into the organization.

An engaged CEO or business owner leads an engaged culture. If she or he is disengaged from the culture, the employee population will also be disengaged.

An engaged culture recognizes that everyone walks in the door with various sets of life skills. Therefore, the organization makes sure everyone has the necessary life skills to change and engage. These include sales, presentations skills, the ability to influence, and clarity in how to build a vitally effective support system.

Self-reflection is encouraged in a strongly engaged culture. At Cornerstone on Demand, executives routinely ask questions such as, “What’s your next move?” “Where are you going next?”  After seven years employees are given a sabbatical for self-reflection. The point is, we cannot have engagement without a connection to one’s own truth. We have proven this thousands of times in our programs, which are question driven.

 

“More than 80% of America’s workers don’t like what they do for a living.” –David Harder

 

I’ve featured many people on this site talking about the problem of engagement. The stats are remarkable. We didn’t have sophisticated surveys years ago. Do you think this is a new phenomenon?

In the scheme of things, surveys are a bit old-school. The problem with surveys is they don’t produce change. Unless there is a solid commitment to produce an engaged culture, they often create more harm than good.

My point in The Workplace Engagement Solution: Find a Common Mission, Vision, and Purpose With All of Today’s Employees is that the majority of workers are checked-out, to various degrees. Getting them back requires a visionary commitment from the leadership but it also requires that we teach people how to change and engage. Notice that I rarely use one work without the other. Right now, according to a recent New York Times study, 48% of Americans view themselves as “underemployed.”  This is also a staggering number and yet it is reflective of workers at odds with keeping up with change.

 

Gallup: Only 13% of the world’s workers are engaged.

 

The Importance of Mission

Leadership Thought: Is Your Myopia Your Utopia?

myopic leadership
This is a guest post by Doug Thorpe. Doug is a motivational speaker and John Maxwell Coach who helps individuals discover new heights in their own leadership ability.

 

When it comes to leadership and management, nearsightedness or myopia is a common occurrence. What does that mean?

Since effective leadership is part art as much as part science, I see too many managers taking a nearsighted look at their role and responsibility. By this I mean we place more emphasis on the duties and responsibilities (the science) where policies and procedures govern and control the thinking. This happens while the more subtle aspects of leadership (the art) like communication and delegation suffer.

In your early years of management, you had a specific team with clearly defined duties to push widgets or turn cranks. Much of what gets done there is process or project oriented. Process is derived from principles and procedures. Get the process right over and over again, BAM! you’re a good manager. OK, hooray for you.

That kind of success starts to sink in, and you get swallowed up in a false sense of accomplishment. You figure if you keep doing that, you will keep getting bonuses and promotions. The nearsighted myopia creeps in.

You get so enthralled by the surety of your achievements as a manger, you never explore the more subtle art of becoming a leader. The success seems like Utopia. Why should you ever change?

 

“Where there is no vision, there is no hope.” -George Washington Carver

 

Legalism in Life

There are other kinds of myopic behaviors I’ve observed in life. People everywhere subscribe to some new teaching (think child rearing – Dr. Spock in the 50’s v. now, the Littles). Teaching spawned by doctrines such as these generate disciples who would rather argue you to death than entertain an alternate answer.

That is myopia at its worst. Locking in on a belief like this can become dogmatic to others. The comfort that comes from the engrained beliefs creates the Utopia effect. I call it legalism: pure science, no art.

 

Growth as a Leader

Leaders, or people wanting to be leaders, must embrace a mindset for growth. Whatever your natural capacity is to lead (and we all have some capacity), you can grow beyond that level.

As John Maxwell cites, there is a Law of the Lid. Some call it the Peter Principle. We all have maximum capacity beyond which we struggle. The fortunate truth is we also can grow beyond that capacity.

However, the first step in growth is knowing there is something more. Myopic vision will never allow that. If you stay fixated on a comfort zone, you cannot grow.

 

“If you change the way you look at things, the things you look at change.” -Wayne Dyer

 

The Key Question

How Leaders Create A Compelling Vision to Engage & Inspire

company vision

Lead With Vision

Leaders create a vision and engage a community to achieve it.

What does it mean to lead with vision?

It’s a question that authors Bonnie Hagemann, Simon Vetter, and John Maketa researched extensively, surveying over 400 companies in search of the answer.

I recently spoke with the authors about their new book, LEADING WITH VISION: The Leader’s Blueprint for Creating a Compelling Vision and Engaging the Workforce.

 

Would you share the story about “going up the stairs two steps at a time” and how it impacted your view of leadership and culture?

Yes, of course.  Back in 2006 I had a meeting with Jim Bolt, the founder of Executive Development Associates (EDA), to discuss how I would run the company. Jim had been developing senior leaders since the early 1980s and was a renowned expert in the field. I knew I had much to learn from Jim and hoped we could work together. I didn’t know at the time that the very first piece of advice he would give me would shape and inform every leadership decision I have made since. Before I left that meeting, Jim handed me a book from his shelf called Let My People Go Surfing by Yvon Chouinard, founder and CEO of Patagonia, a sports clothing company.

The book is the story of Patagonia with an emphasis, almost a plea, for sustainability.  Jim wanted me to start thinking about how we could help with this effort, I read the book but it was something else within that captured my attention. The CEO of Patagonia wanted to build an organization where employees were compelled to come to work. Yvon Chouinard wanted a company where employees were a part of their environmental mission.  He wanted employees to be wholly engaged and committed.  He said, “Work had to be enjoyable on a daily basis. We all had to come to work on the balls of our feet and go up the stairs two steps at a time” (Chouinard 2005, 45).

That statement struck me as extremely important.  Imagine the creativity and courage and productivity that would come from a workforce like that.  The power of it is immeasurable.  That is what visionary leadership can do.  It can unleash the power of the workforce.

 

Visionary leaders create a clear picture of a positive future state.

 

The 4 C’s of a Visionary Leader

What’s your definition of a visionary leader?

A visionary leader is a person who steps out and creates a clear picture of a positive future state.  It takes a lot of courage because creating a vision for the future is basically imagining what could be and what should be.  That feels very risky for leaders.  It is stepping out of the norm.  There are certain things they will need to do.  In the book we explain further by putting it into 4 Cs.  They must:

  1. Embody courage,
  2. Forge clarity,
  3. Build connectedness, and
  4. Shape the culture.

 

What advice do you have for a leader struggling with creating a compelling vision? 

How to Live Eyes Wide Open in a World That Can’t See Clearly

sunglasses on a wood table. live eyes wide open

Live Eyes Wide Open

 

“Worse than being blind is having sight but no vision.” -Helen Keller

 

If you want to read an inspirational story of triumph over adversity, of overcoming challenges, this is it.

Isaac Lidsky played “Weasel” on Saved by the Bell: The New Class. He graduated – at nineteen – from Harvard with degrees in math and computer science. He then went on to Harvard Law School and then served as a law clerk at the Supreme Court for Justices Ruth Bader Ginsburg and Sandra Day O’Connor. His legal career had him winning all of his dozen plus appeals in federal court before he went on the start a tech company. Enough? No. He then went into construction and succeeded again. He also has founded a non-profit called Hope for Vision.

Wow. That’s an amazing track record of success in multiple fields.

All that success and he makes it seem so easy.

Then you learn that he was born with Retinitis Pigmentosa, a rare degenerative disease that caused gradual loss of sight and now blindness.

Isaac has learned to live with his “Eyes Wide Open.” His new book is called Eyes Wide Open: Overcoming Obstacles and Recognizing Opportunities in a World That Can’t See Clearly. I found it a powerfully motivating read and followed up with the actor turned entrepreneur to learn more about his uniquely positive attitude in the midst of what would stop many of us in our tracks.

 

“Living with your eyes open and living eyes wide open are two very different things.” -Isaac Lidsky

 

Stay Positive Despite the Circumstances

You’ve been through trial after trial and continue to see success. How do you stay positive despite the circumstances?

In every moment, we choose how we want to live our lives and who we want to be, no matter what circumstances we face. There are always people who did far more with far less and were far happier doing it. So, it’s not our circumstances that govern the lives we experience. How those circumstances manifest themselves in our realities is within our control.

 

“In the face of great challenges, you can choose to live reactively as a victim, or choose to proactively take control, with awareness and accountability.” -Isaac Lidsky

Practice Intelligent Restraint to Drive Your Growth

Pacing for Growth

Chances are that you’re driven. You have goals, and you’re actively working on them. When you get to work, you’re off and running.

I know this because most people reading this blog are here for success tips to become better leaders and more successful. If you were lazy and drifting without goals, you probably wouldn’t be visiting.

As you push through obstacles, you likely don’t think much about the word “restraint.” In fact, if you do, you may think that the only thing that matters is removing all restraints so you can get to your destination. Fast.

 

“Never let others define what success means for you.” -Alison Eyring

 

That’s why I was drawn to the work of Dr. Alison Eyring. Her book, Pacing for Growth: Why Intelligent Restraint Drives Long-Term Success, is about the balance between speed and restraint. I asked her to share some of these principles with us so we could learn from her research into what she calls “intelligent restraint.” Alison Eyring is the founder and CEO of Organisation Solutions, and she has advised some of the world’s most innovative companies on leadership and growth.

 

Solve Your Growth Challenge

How has competing in long-distance runs and triathlons impacted your approach to business?

Like all business leaders, I struggle to drive my business to perform today, as I also lead transformation for the future – all without damaging the business or my team. It’s so much easier to focus on just one of those things, but we have to do all three for long-term success.  My experience training for endurance races led me to discover a growth philosophy I call “Intelligent Restraint” that helps solve this growth challenge.

 

Can you tell us more about “Intelligent Restraint”?

Intelligent Restraint is a growth mindset that helps you build the right capabilities for growth at the right pace. Sometimes it means going slower, and other times it means going faster.

When you are training for an endurance race, you have to push yourself to go as far and as fast as you can but then no further so that you don’t get hurt or burned out.  In my book, I describe practical ways leaders can apply this growth mindset. For example, you can define and measure “maximum capacity” of the business and then create a plan to bridge the gap between current levels of performance and “maximum capacity.”

Another way leaders can put this way of thinking to work is by practicing what I call “Rules of Intelligent Restraint.” Like rules of restraint in endurance training, these rules help leaders drive growth in a way that conserves energy and can be sustained. My favorite rule is “routines beat strengths.”

 

“Routines beat strengths.” -Alison Eyring

 

Alison's 8 Insights from Endurance Training

  1. Always train for the right race.
  2. Don’t let any mountain defeat you.
  3. Be good enough when good is enough.
  4. Find many ways to maintain your own energy.
  5. Don’t spend your life doing only what you do well.
  6. Never let others define what success means for you.
  7. Be courageous and be humble; persevere and be willing to stop.
  8. Never be intimidated by anyone who looks stronger and faster than you.

 

Train for the Right Race

How do leaders find the right balance between the sprint and the marathon?

You can’t sprint and run long distance unless you’ve trained properly. A midfielder in soccer, for example, will sprint the entire game AND also run several miles. They’ve trained for this. On the other hand, if you ask a world class sprinter to run a marathon tomorrow, they might possibly complete a half marathon but they’ll be in tremendous pain.

As leaders, we need to train our business and our people for the right race. We all want to succeed over the long-term as a business, but there is seldom a long-term unless we can deliver in the short-term and have enough energy to keep going. Leaders who can practice the rules of Intelligent Restraint and manage energy strategically can achieve this.

 

“Focus overrules vision.” -Alison Eyring

 

Focus Overrules Vision