"Well, I suppose it all depends on whether you're a glass -half full or a glass -half- empty kind of guy" -
" It is simply unreasonable for us to expect somebody to do something for us that they are not willing to do for their own lives. If someone is disengaged in his life, he is not going to be highly engaged in his lives"..
" Highly engaged people believe that their future is going to be bigger than the past; they believe they have a say in the future"....
" Your dreams are not your dreams by accident. Your dreams are your dreams for a reason"..
When people believe that the future is going to be bigger and better than the past, they become filled with hope. This hope gives birth to enthusiasm and vitality. But when people don't believe that the future is going to be bigger and better than the past, they become fearful; this fear leads to frustration, anger, resentment, victim hood, and general lethargy toward life and work. This very simple idea is most critical for our businesses, markets, countries, and lives at this moment in history.
The future (and there will be one, despite all the fear mongering that is taking place at present,) belongs to those who believe than it be something more than the past. The role of every leader is to convince people that it will be; if you cannot convince people of this then you can hardly expect them to follow you.
All of life in business is a multiplication and a magnification of relationships between people. To best explore this idea, consider the relationship between employees and managers. Some employees are more engaged than others. There is of course , a spectrum. Some employees (very few) are 100% engaged. Others are 85% engaged.Some are 60% engaged ;others 50% ,35% , and 15% engaged. Then you have a special category of people; I call these "quit and stay" employees. They quit, but they stay. You ask them, " How long have you worked here?" "Twenty years" they reply. You inquire , "When did you quit?" "Sixteen years ago!" they confess. They quit, but they stay. This level of engagement is toxic to a team and poisonous to your business. Walking into a business as a customer we can sense "quit and stay" members of staff immediately.
Nothing affects the profitability of a business as much as employee engagement. Engagement has a direct impact on efficiency, customer care, operational excellence, product leadership, absenteeism, turnover, and many other aspects of business. For example: if you assume that your workforce on average is 75% engaged, it is important to recognize that you are among the few. There would be very few workforce that are 75% engaged. But if yours is one of the few, then think of throwing 25% of payroll down the drain every payday.This is just beginning of the cost. Imagine how your clients and customers get treated when an employee is in a state of disengagement. Imagine how they approach work and efficiency when disengaged? And that is 25% of the time, even for a great team or organization.
Employee engagement is considered to be toward the soft edge of business matters. But the consequences of not attending to these so called "soft" business matters impact the bottom line and the future of our business in ways that fast become "too" hard to ignore.
What is essential difference between highly engaged employees and those massively disengaged? Highly engaged employees believe that their future is going to be bigger than their past;they believe they have a say in the future. The disengaged don't believe these things. When people don;t have hope for the future , they don't have power in the present.
People disengaged from work; they also disengaged from marriage, parenting, politics, economics, church and life. Regardless of what someone has disengaged from, the reason are always the same. They either don't believe that the future is going to be bigger than the past , or they don't believe that their involvement will make a difference.
For manager , this means that one of the most critical responsibilities is to foster employee engagement. How do we do it? First, we can build a growing sense of engagement in our team., or in our organization, by hiring with employee engagement in mind. It is harder to engaged a disengaged employee than it is to hire an engaged employee.
It is difficult to ask a candidate:" will you be highly engaged in your work if we give you this job?" Identifying potential employees who will exhibit high levels of engagement requires questions that are not currently on questionnaires, or lists of popular questions to ask in the interview process. The most important thing to remember throughout the process is that there is usually a direct relationship between an employee's level of engagement on the job. People who are highly disengaged in their own lives are not going to be highly engaged on the job. It is simply unreasonable for us to expect somebody to do something for our business that they are not willing to do for their own lives. If someone is disengaged in his life he is not going to be highly engaged in his work. Contrary to popular business theory and practice, there is no great division between our personal and professional lives. All things flow freely between both of these domains-especially our habits of mind and character. In practical business terms, those who are likely to be lazy or sluggish in their personal life are likely to be the same , and even more so, at work. Those who are passionate and purposeful in their lives are likely to be the same at work.
All great lives, families, businesses, and nations were built with the hope and belief that the future could be bigger and better than the past. This ideas is an essential ingredient for the success of any venture , and yet this ideas seems to be dying in our culture. The great mass of people are very reticent about the future. It is increasingly more difficult to convince people that the future is going to bigger and better. The new people who are now coming into the workplace are the first generation not to believe that they will achieve and enjoy greater material success than their parents. Parents and grandparents seem universally concerned about the future of their children and grandchild might encounter. People are losing the belief that the future can be bigger than the past;this should cause us to pause and reflect, because the consequences are still largely unconsidered.
What country is this? Richest in the world. Largest military. Center of global business and finance. Strongest education system. Dominates innovation and invention. Currency used as standard of value. High standard of living.
England... in 1900. Rome... 100AD, Perhaps the United States sometime in the 1950s or 60s. But that was yesterday. The more important question is: what country will be this be 20 years from now? Twenty years from now? One hundred years from now? Because while the idea that our future can be bigger than our past may be waning, it is not a worldwide phenomenon. Look at China or India; you will discover that the overwhelming sense in these places is that their future is going bigger than their past. These cultures are bursting with the hope and expectation that something wonderful is about to happen.
Where do we start ? What can we do about this? In a word, dream. We need to become people of possibility again. The difference between engaged and the disengaged is that engaged have a vision for the future. They have taken the time to dream a bigger and better future, and they are now passionately and purposefully working to realize that dream.
What are your dreams and what are you doing about them? Your dreams are not your dreams by accident. Your dreams are your dreams for a reason.
What have dreams to do with your team, business, or organization? We are driven by our dreams, as managers, employees, customers, and human beings. It is impossible to manage employee or a client without a sense of what their dreams are. People don't come to work because they love your company, or love their work or love you as a manager and leader.Some or all of these may be true, but the primary reason people come to work is because they have dreams for themselves and their families.They believe that, by working at your company, they will be in a better position to fulfill those dreams. When that stops being true for any of us, we start to disengaged.
Start exploring your dreams, and the dreams of the people around you. Start conversations with your friends , family . employees. colleagues. customers and clients. You will be surprised how many people have, regrettably, stopped dreaming . But simply by starting the conversation you will encourage them to start again... and that is when our bigger and better future begins-when we dream.
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