CREATING A CULTURE OF ENGAGEMENT
Most employees are satisfied with their jobs, but are they engaged? All organizations want actively engaged employees because they are enthusiastic about their work, inspired and motivated by their leaders, empowered with autonomy to do the job their way, and confident they can achieve excellence.
In this keynote, you will discover some of the traits that leaders need to create a culture of engagement within their teams. You will walk away with skills to develop deep, meaningful relationships with your staff, so they are committed to doing their best work for the organization.
OVERVIEW OF KEYNOTE
Creating a culture of engagement seems simple, but the problem is many leaders go about engaging their employees the wrong way. Many try to create a fun workplace by bringing in free food or having a ‘bring your dog to work’ policy. Some use inclusion strategies by involving people in all kinds of decision making or promoting cross-departmental collaboration on projects. Some try the family-friendly approach, and provide on-site daycare, flex time, or allowing employees to work from home. Others reward performance with time off, bonuses, or other perks.
While these sound great (who wouldn’t want free food?), there’s a simple reason these approaches are failing. All of these engagement strategies focus on external factors. However, real engagement is an inside job. It comes from the internal relationship your employees have with their leader and the work itself.
To create a culture of engagement, how do we cultivate these kinds of relationships with our employees, so they feel passionate about their job, supported by their leaders, competent in their work, belonging to something more substantial than themselves, and devoted to the organization?
Leading with emotional intelligence can often be the answer. An emotionally intelligent leader know how their words and actions will have an impact on the connections they have with their employees. Building productive relationships is mostly an emotional task.
“Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.”
Leaders with a high EQ understand, manage and express their own emotions, are attuned to their people, build genuine and caring relationships with their team, and think clearly and solve problems under pressure. Cultivating a healthy employee engagement culture, where employees know the company truly values their contributions takes work, but it can be done using emotional intelligence.
Emotional intelligence fuels stronger interpersonal connections, motivating and influencing their employees to achieve more. The problem is, these emotionally intelligent traits in the workplace seem to be waning.
In this keynote, you will discover some of the EI traits that leaders need to create a culture of engagement within their teams. You will walk away with skills to develop deep, meaningful relationships with your staff, so they are committed to doing their best work for the organization. You will learn that building trustworthy, caring and honest relationships goes a long way. Moreover, investing in your people to learn the skills they need to lead engaged teams lasts a lifetime, a lot longer than all that food you order each week for Free Food Fridays.
What engagement is and how it is demonstrated in the workplace.
Identify your actively engaged employees and the qualities they possess.
How emotional intelligence enhances employee engagement and impacts work relationships.
Strategies to cultivate engagement using emotional intelligence.
WHY IS CREATING A CULTURE OF ENGAGEMENT BENEFICIAL TO YOUR ORGANIZATION?
Creating a culture of engagement stems from being successful and feeling valued. As a leader, you need to provide meaningful work to your people so that they can feel empowered, inspired, and engaged. When an employee has positive feelings associated with their job and company, everyone wins. Positive emotions stimulate creative thoughts, better decision making, and intrinsic motivation.
The problem is, even in this day and age, many people feel emotions don’t belong in the workplace. Tuning into and focusing on emotions feels uncomfortable for many leaders. Is it my job to create an environment where my team feels love for their job? The answer, quite simply, is YES.
In the era of phone operators and factory workers, maybe tapping into the emotions of your workers was not as important or relevant when they were clocking in, doing their rudimentary tasks, and clocking out.
However, in today’s knowledge era, employees need to be creative, logical problem solvers, strategic and critical thinkers, service-oriented, and motivated to collaborate. The challenge is people are creatures of emotion, and under stress, feelings are bound to come out. When you mix ideas and egos, in any setting, add in time and budget pressures, people dynamic issues, and unrealistic goals and targets, emotions percolate.
Therefore, it is up to our leaders to utilize emotions in the workplace to uplift their employees and drive results. The fact is employee engagement requires an emotional dimension. Whether managers like it or not, emotions in organizations are here to stay. It’s up to our leaders to be equipped on how to be aware of, express, and manage the full gamut of human emotions in the workplace.