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27 Aug 2015
Sticky Post By Posted in Leadership Articles Permalink

Support More Success – 2014 Three Words

Sticky Post By On August 27, 2015

WHAT DO YOU DO TO MAKE THE NEW YEAR SUCCESSFUL?  RESOLUTIONS?  GOALS?
 
What about creating your very own mantra?  
 
Chris Brogan does every year. He takes 3 words and makes them his drivers for the year.
 

In an effort to tell bigger stories, I’ve found that the concept of three words allows me to think in more dimensions about what I want to do with my life and it lets me apply lots of tangible goals instead of what most people do when they focus on just a finite task. It’s a bit like turbo-charged goal planning. – Chris Brogan
 
The concept is truly incredible. (Please click here to see Chris’ 3 words and read his article, its really good)
 
The economy has really cranked up and it looks like the job market is beginning to turn around. Things are fun and interesting and tenuous and scary all bundled into one. In honor of that, the 3 words I chose for 2014 are Support More Success.
 
SUPPORT – 
Look for opportunities to help others reach and exceed their goals…starting with my wife.  Give away help and connect people to get them closer to what they want/need. Do this without any expectation for reciprocation or “in order to”.  Live this year with the belief that there is more than enough to go around.  But doing this, I will focus on the things I really want to do.  Make working more like play…just have fun helping others.
 
MORE – (REPEAT FROM LAST YEAR CAUSE IT WAS SO AWESOME)
Ensure that there is more than enough to go around. There are always enough pie for everyone. That goes for my wife, business, friends, time and my community. Looking to develop business opportunities that involve my great network (and all those new friends that I have “created”). Focus time to make more relationships that are lasting, full of joy and mutually beneficial. Be more to my wife and partner. Allowing her to have the more she couldn’t before.
 
SUCCESS – 
Take risks to exceed my goals.  Not stupid risks, but step out to make the things I and others want a reality.  Reach out to people in every corner to make sure that the lofty goals for myself and others are met.  Don’t worry so much about what others think about me or what I am doing, just do. Talk less, listen more, and seek out success.  Avoid lingering or wallowing in what doesn’t work or what could have been.  Be enthusiasm for others success.  Laugh a lot because that’s what successful people do!
 
So for this year, I want to support more success in every aspect of my life. Expanding opportunities for others, growing friendships and striving making the world a better place in every action I take. The only thing that its missing is an awesome theme song!
 
I’d love to hear your 3 words for the year or hear about your BHAG for 2014.

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

27 Aug 2015
Sticky Post By Posted in Leadership Articles, Organizational Change Articles Permalink

The Misunderstood Notion Of Perfection

Sticky Post By On August 27, 2015

After a very interesting conversation with my wife, I decided to explore the balance between perfection and completion.  She believes that there is such a rush to get things done that there isn’t a focus on right, good or correct.  As usual…it seems like she is on to something.
 
There is a zeitgeist in business today that believes done is good and even a mantra:

“Done is better than perfect“.  But is that so? 
 
Is it really better that products should be pushed out than if they are correct?  No, not really
Although Apple is known for it’s outstanding products, the operating system launch when they replaced Google Maps with iMaps was an unmitigated disaster.  They were met with a huge backlash from users that were upset at the unannounced change.  iMaps was not as useful and had less features.  Some newer Apple customers responded by dropping their Apple products entirely.
 
But there is a dichotomy at play.  Although products and projects need to be correct, do they need to be perfect?  That depends on your definition of perfect.
 
The adjective perfect is defined as:
Make (something) completely free from faults or defects, or as close to such a condition as possible.
 
Perfection is defined as:

The condition, state, or quality of being free or as free as possible from all flaws or defects.
 
PERFECT MISUNDERSTOOD

To often the notion of perfection is misunderstood.  Managers, leaders, teachers, etc. search for the holy grail of imperfection or flawlessness.  They push for a final product that has:

• The exact right word
• Phrasing that makes people weep
• User interfaces that have customers raise their gaze to the skies and see the face of their god (gods or whatever)
 
Essentially, they push for “Unattainable Flawlessness”. That is not only unrealistic, but a HUGE waste of time.
 
BUT WE NEED TO GET THINGS DONE!

Anyone who’s ever developed a product, worked on a piece of art, slaved over a project for weeks or months with looming deadlines and an audience to impress – anyone who has ever put themselves through this torturous process knows how hard it is to stamp the final seal, to step away from a project and call it “finished.”
 
The need to polish every imperfection and pour over every last detail is hard to resist, but does it really do any good?
 
• Particularly for a company developing new products, holding back a product release because it “isn’t perfect” is just foolish. Here’s why:
 
• It won’t be perfect anyway; there will always be something else to tweak or improve.

“Sometimes it’s best to launch a product before it’s perfect.”
 
AND
 

“Psychologically, work teams will become more expedient and start to think of the project in smaller chunks rather than as an insurmountable giant.” – Scott Belsky, Adobe’s Vice President of Community and Co-Founder & Head of Behance
 
• The longer you keep it from customers’ hands, the longer the company has to wait for real user feedback (which will likely call for more changes).
◦ Google, Apple, Microsoft and many other organizations frequently launch products to get them out on the market.  Then they collect user data to make them better. Sometimes they even come up with ideas that make the product function more effectively than originally planned!
 
SO WHAT’S THE HOLD UP?
 
The people behind the product may feel like any imperfection will raise questions about their overall ability and quality of work, but this is usually not the case at all.
 
Small flaws in the first run of a product (or even a service) are almost expected, and through review and customer feedback, the imperfections can be addressed and resolved through subsequent versions. This is the regular course of action – so the delays in first-round release do little but stretch out the time needed to process feedback and get later, more finely tuned versions into the hands of the public.
 
It’s a problem of overprotection on the part of the company. In an effort to have a successful launch and highly satisfied customers, they actually delay product releases, disappointing customers and giving the company name a much worse blemish than an imperfect product ever would.
 
BUT IN THE END THINGS SHOULD BE “PERFECT”
 
Products should be in “final” shape before it ever hits the shelves or is rolled out:

• Spelling, grammar, punctuation, word choice, etc. should be correct
• Products should work as expected
• Parts should not be missing
• Customer service should be aware of changes and anticipate customer needs
 
There has to be a balance between done and perfect.
• On one hand –
◦ Spending too much time looking for every last flaw is a waste of energy, and delays getting the feedback that really matters. Get it into the customers’ hands, and they’ll find the imperfections for you.
◦ On the other –
▪ Customers have an expectation that the product or service will work as advertised.  Don’t let things go out that don’t function as expected or show the organization in a bad light!
 
BUT THE GOAL SHOULD NEVER BE FLAWLESS.  WHAT DO YOU THINK?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

27 Aug 2015
Sticky Post By Posted in Leadership Articles Permalink

What The Current Stalemate In Washington Can Teach Leaders And Teams

Sticky Post By On August 27, 2015

As 2013 has ended, America has witnessed the least productive Congress and most almost financial crisises in its history.  

Since all failures can help others to learn, what does this government failure teach us?

1. Being positional is a path to disaster. – Regardless of party or beliefs, being unwilling to see the other’s point of view or even consider that there is a middle ground is not just unrealistic, it leads to inaction. This inaction is the fastest path to failure.

2. Letting a small group dominate the majority means inaction – When the loudest voices from the smallest group control the conversation, nothing can get done.

3. When nothing gets done, people lose faith in leaders – It’s better to take an action that needs to be corrected than do nothing.

4. No one wants to hear why things are getting done, they just want results – It’s easy to point out why things didn’t happen.  Point the finger and say its someone else’s fault. But in the end, people want to see progress.  If the lights go out, does it matter who’s fault it is BEOFRE you get the lights back on?  No, not really.

So thanks Congress and the White House.  You’ve taught some valuable lessons on how not to lead.

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

27 Aug 2015
Sticky Post By Posted in Change Management Articles, Leadership Articles, Organizational Change Articles Permalink

There Is Never A Better Path Than Transparency

Sticky Post By On August 27, 2015

We live in a world of carefully cultivated image – where spin is everything and companies go to great length to carefully shape and craft their identity- for customers and employees. So much work goes into shaping messages and meticulously selecting what the public can see – and what has to stay under wraps.

What are organizations afraid of revealing?
 
That they don’t know the answer to some questions? That their product isn’t as good as they claim it to be? Something worse?
 
If these hidden truths came to the surface (as they so often do), the damage to a company’s reputation is potentially devastating. For the sake of example, what’s worse?

• Johnson & Johnson acknowledging that there were potentially fatal issues with their product Tylenol.  Taking it upon themselves to remove it from the market until there were assurance that it was safe. Creating a whole new level of safety for the entire industry. Johnson & Johnson handled this tragedy with transparency.  Not only ensuring the problem was rectified quickly but that the public viewed them as trustworthy. Their market share (number 1 at the time) actually grew when Tylenol came back on the shelves.
 
• Suppressing negative real negative issues with a handful of models of it’s cars braking systems, Toyota has still not recovered its position as the number one car manufacture in the world.  Worse than that, there are ongoing lawsuits and lingering investigations still pending against Toyota.  There are some that believe the company worked to systematically cover up the issue.  Unfortunately, once a company has been found to actively hide issues or blame customers for faulty products their reputations are hard to repair.
 
While both of these routes lead to a solution, one is transparent and one is not. One works with the affected customers, and one all but ignores them. Even though the customers eventually receive a solution either way, one of them actually fosters a sense of trust for the company.

Transparency is, without a doubt, always the best route. It won’t always be easy, and it certainly can be embarrassing and painful from time to time, but the gains are countless. People make mistakes, and customers understand that. They don’t get mad when companies mess up, they get mad when they won’t admit – or worse – don’t do anything about it.
 
The same goes for internal transparency: mistakes happen, humans make errors, things get mixed up – but veiling the truth from employees will only make them feel on the fringes, and less a “part of the team.”
Ultimately, employees will begin to mistrust leadership and anything that comes from corporate communications.  Leaving the most important asset any company has collectively rolling their eyes at anything from “corporate”
It’s all about trust here. If a customer (or an employee) can trust a company to do the right thing, to mean what they say, and to follow through with claims and promises, they can forgive mistakes and errors – because they know the company will own up to those too!
 

 
If companies and managerial leaders spent as much time problem solving as they did problem hiding, and let the rest of the world in on the issue at hand, there would be so much more room for innovation, creativity, collaboration, and the building of relationships that actually make a difference in people’s lives.

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

27 Aug 2015
Sticky Post By Posted in Leadership Articles Permalink

Build With Positivity And Possibility

Sticky Post By On August 27, 2015

When someone (anyone) proposes a solution to a problem, presents a new idea, or introduces a new design, the natural tendency of onlookers is to immediately begin deconstruction, looking for elements that won’t work and reasons why a proposed method/design/idea might fail.

Why would we ever do this to ourselves?
 
Doesn’t it seem logical that pooling a bunch of negativity at the base of a fresh, vulnerable new idea would eat away at the support structure? What could possibly be productive about shooting an idea down before it even gets off the ground?
 
Now this may seem like a radical approach, but it shouldn’t be: instead of immediately looking for the shortcomings in an emerging solution, look for qualities worth admiring, elements worth building upon.
 
Even if there’s only a shred of viability, that’s what should be noted first. If nothing else, it will get whatever team is reviewing the idea thinking in the right direction – after all, the goal is to find and create solutions, not to dwell on things that won’t solve the issue at hand.
 

The positive thinker sees the invisible, feels the intangible, and achieves the impossible.” ~ Unknown
 
When you can get a group (or even an individual) looking for the positives first, it opens the gates for collaboration, for the snowballing of ideas that will yield the best possible results. This is the behavior of building rather that destroying. Instead of picking apart each other’s ideas, we use them to generate ideas of our own. It’s the classic “Yes, and…” mentality, most famous in improvisational theater. It means going with the flow, exploring the path laid in front of you by a fellow collaborator, and above all, making an effort to build instead of destroy.
 
“Once you replace negative thoughts with positive ones, you’ll start having positive results.” ~ Willie Nelson
 
Just imagine how this might affect the morale of a team, if everyone’s immediate reaction to a new idea was to find its most praise-worthy points, looking for what will work instead of what won’t.
 
If this process is repeated long enough, there will be so many good ideas floating around that the best solution is bound to emerge. The next time someone proposes a new idea, look for possibilities not problems.

This doesn’t mean that every idea is golden, or that there won’t be less-than-perfect elements to a proposal, but when we allow ourselves to go straight for the downside, we may overlook a subtle opportunity that just needed a little encouragement.

Try positivity for a change – it will make all the difference. 

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Leadership Articles, Organizational Change Articles Permalink

People Love To Learn Why

Sticky Post By On August 26, 2015

Do this, finish that, task, assignment, deadline – that is the life of most people in organizations.  There is lots doing, but not much context. 
 
In other words, most employees know what they’re doing and how they’re supposed to do it, but there’s an undeniable void when it comes to the biggest question of them all: WHY?
 
THE WHY IS CRITICAL!
 
Asking “why” is how we determine intent. But, probably most importantly it is how we derive and attribute meaning to any and all of our actions.
 

“To get the most from their employees, leaders should do all they can to make this “why” clear.” – Dave and Wendy Ulrich
 
In the workplace, knowing why your work matters is at the forefront of employee engagement.
 
If an employee has a firm grasp on how their work affects the end result – be it a specific project, the effect on the customer, the company’s bottom line, etc. – there is a much larger scope attached to the work they do. “Why” is a motivator to be more productive or to be more conscientious.  It attaches value above and beyond the work itself.
 
WHAT DOES KNOWING THE WHY DO?
Whether it’s a specific assignment or a company-wide policy, letting employees know the “why” behind their actions accomplishes two very important things:
1. It adds intangible value to their actions, allowing employees to see themselves as contributing to goals of the whole.
 
2. It gives employees a sense of being informed, privy to the same knowledge as company higher-ups and decision makers. Knowing “why” is to be part of the “in crowd.”
 
No one likes to be kept in the dark. Informing employees

• Why a project is so important,
• Why their actions affect the customer,
• Why you’ve chosen one vendor over another,
• Why office policy is in place, etc.,
illuminates their entire position.   It helps to validate their contribution to the company.
 
Giving your employees the why’s gives them context for their actions.  It helps them understand their impact on the organization, the team and even customers.  In the end, it makes everyone more effective.
 
How do you share the whys?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Leadership Articles, Organizational Change Articles Permalink

The Twisted Definition Of Accountability

Sticky Post By On August 26, 2015

When did the term “accountability” take on a negative connotation? When did being “held accountable” become the new vocabulary for placing blame?
 
It seems like this definition has become tainted.  It’s as if accountability is something nobody wants anymore – and who would want to embrace accountability when it’s so often associated with mistakes, negligence, or outright devious behavior?
 

For many people, accountability is synonymous with suffering the consequences of unmet expectations. – Roger Connors
 
ACCOUNT-A –WHAT?

Accountability: The acceptance of responsibility and liability,
 
But, rooting the term in negativity is extremely counterproductive. If accepting responsibility means voluntarily putting your head on the chopping block, why would anyone want to step into a leadership role?

Apathy at work

This raises a very important issue, and offers a logical explanation for workplace complacency, for the desire of many employees to remain in neutral positions. No one wants to be singled out for failure.
 
So now what?
 
IT’S TIME TO TAKE BACK ACCOUNTABILITY!
The reality of accountability is not a mechanism for placing blame, but rather a privilege of influence! If you are “accountable,” it means the ball is in your court – you determine the direction of a project or policy. The outcome is your responsibility, and this is a powerful position to have!
 
Because of the negative connotations people attribute to this kind of accountability, they only see the potential for blame, and not the potential for empowerment. While the possibility of receiving criticism remains, there is also tremendous opportunity for praise and acclaim.
 

Establishing a framework of accountability is the lowest cost, most practical, and most productive method for building trust and increasing performance- Mike Myatt
 
Use accountability as recognition and reward:

1. When giving accountability for an issue, task or project, make sure that there is the requisite authority
2. Make sure that everyone knows when Sally is accountable for the outcome, she is also in charge of who works on the project, where time is allocated, the budget for it, etc.
3. Make sure leaders are available to those with specific accountabilities to coach, counsel and assist in being successful
 
 
Instead of seeing accountability as the route to being blamed for failures, we must see it as the path to being celebrated for success.
If this were the case, perhaps more employees (from entry-level to upper management) would be more enthusiastic about taking on new projects, about volunteering ideas, and about embracing leadership roles.
 
This change must begin with the way we think, as well as the way we speak. We must reclaim the term “accountability” for positive use; only then will the prospect of increased responsibility serve to inspire and empower employees to achieve great things.


Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Organizational Change Articles Permalink

Does Anyone Read Your Message? 4 Tips For Making Your Info Stand Out

Sticky Post By On August 26, 2015

We live in a time of information overload. Millions of people spend every waking moment accessing

• Twitter feeds,
• Online news outlets,
• Hours upon hours of video covering every subject under the sun…
• Billboards advertising,
• Signage on benches
• Policies posted in the workplace
• Even TV’s in elevators and gas/petrol pumps
– there is data to take in at every turn!
 
Sometimes this overload results in an actual reduction of the amount of information we process.
We see so much every single day, we can’t possibly read it all, and as a result, many people don’t even try.
 
There are strategies, though, that can help make your message stand out from the crowd.
 

If you’re not differentiating yourself, your message will probably go ignored.
 
Here are a few tips to make your message break through the noise:
 
1.    Avoid the “Wall of Text”
 
One of the fastest ways to turn someone away from an article, blog, or even posted signage is with too much info in too little space. Try using:
 
• Interesting formatting
• S p a c e to break up content
• “Quotes”
• Pictures
• Text styling
to break things up in a logical way.
 
A massive of block of text seems awfully daunting to the casual reader.
 
Be aware of the rhythm of the words on the page – don’t just ramble on without taking a “breath.”
 
2.    Grab the Reader’s Attention
 
Whether it’s a clever image, an enticing headline, or a snappy opening paragraph, grabbing the reader’s attention right away well help ensure they make it through the bulk of the content.
 
Depending on your medium (print, web, billboard, posted office policy, etc.), different methods will be better suited for grabbing a potential reader’s attention. Think about what entices you to look further into a given piece of information, and use this insight to deliver eye-catching information.
 
3.    Stay Relevant
 
If content wanders off course, so will the reader’s mind.
 
Stick to the point, whatever that may be. If the purpose is to entertain, don’t get bogged down in minutia that will bore the reader. If the purpose is to inform, stick to the information you need to convey, and beware of trailing off into unnecessary details.
 
4.    Make it Easy to Find
 
Clear labeling goes a long way.
 
This goes for everything from email subjects to sections in a newspaper, posted signs to assembly instructions. If you’re posting information to a blog, make sure the blog link is obvious on your home page. Post signs at eye-level in high traffic areas. If your information is going into a larger work, make sure it’s going in the proper, clearly labeled section.
 
If someone needs/wants your information, you want them to be able to access it quickly and easily – if it’s too much of a hassle, most readers will look elsewhere – or forego the information entirely.
 
What good is information if no one stops to read it? If you aren’t making the effort to separate your message from the wave of words the average person encounters every day, it will likely get lost somewhere in the flood.
 
Take the time to carefully craft your messages. Be conscious of how and where you are presenting them to your audience. Build the message (and associated presentation) the way you think your targets want to see them!
 
People DO take in a ton of information every day. Leverage these four tips to make sure that yours gets picked out of the bunch!

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Leadership Articles Permalink

Leadership and Passion

Sticky Post By On August 26, 2015

CAN YOU LEAD OTHERS WITHOUT PASSION?  
 

“Nothing great in the world has ever been accomplished without passion. – Hebbel

If someone  does not love what they do, get energized by developing other and is always looking for the next challenge are they a leader or just taking up space? Occupying a position that might be better suited for someone that really….cares.

We all have bad days. Moments when we would rather throw the brick through the window than have

One
more
meeting….but

As leaders aren’t we more than that?

There is no greatness without a passion to be great, whether it’s the aspiration of an athlete or an artist, a scientist, a parent, or a businessperson.”— Anthony Robbins

Can we ask the people we work with to be

ALL IN

if we can’t give it100% each and every time?

Probably not.  Leadership isn’t just an activity or a title.  Its a responsibility.  

The people on your team are watching you.

Who are you going to be?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Human Resources Articles Permalink

The Big Employee Engagement Oversell

Sticky Post By On August 26, 2015

Employee engagement is not a silver bullet.  It is not the “wonder pill” that will magically transform a failing or floundering organization into a profit-making powerhouse.  Honestly, there is really nothing out there like that.  Really.  Nothing. 

Employee engagement is one of the most powerful tools to drive organizational performance as a part of an overall strategy.  It is  and can never be the answer.  For too long, consulting companies have sold employee engagement as the pathway to understand all that ails them and lead them to the promised land of high performance.  Those companies have not been honest.
 
In the seminal book about Employee Engagement, “First Break All the Rules” Curt Coffman and Marcus Buckingham outlined a method to understand the gap between current and high performance.  It was a powerful measuring tool.  But, just like the MRI, CatScan and EKG, it can only read the issues.  It can not fix or even really diagnose.  There is not one part of the employee engagement toolbox that can improve organizational performance by itself.  Not one.
 
THE THREE BIG REASONS EMPLOYEE ENGAGEMENT ISN’T WORKING FOR YOU
 
1. “DOING ENGAGEMENT” AS A SEPARATE INITIATIVE.
Survey, manager training, action planning…the mantra of employee engagement.  Focus on these things, empower your managers and poof your organization will magically be transformed.  Uh, no that is an epic fail in the realm of organizational change.
 
• Managers aren’t natural students.  They aren’t going to learn about engagement if it doesn’t help them NOW.  Manager want information that will impact their team’s performance and help them reach their goals.  Doing action plans without a tie to the organization is not going to work.
• Managers are   BUSY and if engagement is handled this way it is just another thing to do.  Put at the bottom of the 1,000 item long to do list.
 
 
2. EMPLOYEE ENGAGEMENT SURVEYS ARE NOT ACTIONABLE
Unfortunately, many survey questions that are asked on surveys are not actionable by managers and team leaders.
 
“My senior leaders model the behaviors in our corporate values” – Excellent question and gives great information for a senior leader.  But what difference does that make to an employee.  How will it make their life at work better?  In short, it won’t.
 
Engagement questions should be thought provoking and interesting.  But they MUST be able to impacted by the front line manager.  If they can’t have an impact it leads to them being frustrated and employees not seeing any impact of giving their input.

3. THERE IS NO OVERALL STRATEGY   TO WEAVE ALL THE “PEOPLE INITIATIVES” INTO A COHESIVE PLAN. WORST OF ALL, NONE OF THEM TIE TO ORGANIZATIONAL GOALS.

Career development – great for employees’ growth
High potential program – excellent way to prepare for future leadership
Employee engagement – superior measure of employee passion
 
Each of these programs are outstanding. They enable a well developed workforce that is poised to take on new challenges and step up when leadership needs require…if that is what your organization needs.  The starting place for any new employee/people program initiative should be –
 
• What is the goal of this?
• How does it tie to our current or future business/organizational goals.  
• How does tho fit into our already existing “people programs”

Programs that are initiated without some tie to improving organizational goals will be seen as “busy work” or will be put on the very very bottom of the list of to-do’s.
 
If people programs are not woven together they can’t be leveraged to make cumulative goals.  If they aren’t integrated they can be confusing for managers to explain, hard for employees to use and expensive for the organization to run (duplication of effort and excessive bureaucracy).
 
Employee engagement as a part of an overall strategy tied to business goals can be very powerful. Engagement done on an island can cause more problems than solve. Which one is your organization doing?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

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Cube 2.14 will increase your organizational effectiveness. We specialize in developing innovative, practical solutions to create productive workplaces that exceed goals.

CONTACT INFORMATION

  • Anil@Cube214.com
  • (847) 212-0701
  • www.cube214.com

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