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<v Speaker 1>Hey, this is Christal Hacking your leadership. On today's discussion

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<v Speaker 1>on employee engagement. I want to go over a process

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<v Speaker 1>that has been around for a few years. It's from

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<v Speaker 1>a UK based company called Engage for Success, and this

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<v Speaker 1>process is called the four Enablers. These are things that

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<v Speaker 1>organizations can do to kind of level set and check

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<v Speaker 1>as to whether or not the engagement in their organization

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<v Speaker 1>is low, and if it is low, what they can

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<v Speaker 1>do to fix it. The four Enablers from Engaged for Success.

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<v Speaker 1>I think the reason I like them is because they

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<v Speaker 1>don't depend on each other. They are individualized, but they

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<v Speaker 1>are all required at the same time, and so you

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<v Speaker 1>don't have to not focus on one area because another

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<v Speaker 1>is lacking. These are all things that kind of have

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<v Speaker 1>to be done at the same time, and I think

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<v Speaker 1>it'd be very hard for me to find an organization

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<v Speaker 1>who had these four things and had low employee engagement,

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<v Speaker 1>and so I think it's really all encompassing. If you

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<v Speaker 1>look at them, I'll kind of go list them off

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<v Speaker 1>real quickly we can discuss them. The first is a

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<v Speaker 1>strategic narrative, so there's a visible, empowering leadership who provides

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<v Speaker 1>a strong strategic narrative about the organization, where it's come from,

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<v Speaker 1>where it's going. There's engaging managers, people who focus on

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<v Speaker 1>their people and give them scope, treat their people as individuals,

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<v Speaker 1>coach them and stretch them. There's employee voice, so throughout

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<v Speaker 1>the organization, the employees feel like they can contribute, they

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<v Speaker 1>can give feedback. They are asked about their opinion on

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<v Speaker 1>how the organization functions, and their their ideas and expertise

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<v Speaker 1>is used in kind of creating strategy and moving forward.

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<v Speaker 1>And then organizational integrity. Do the values kind of listed

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<v Speaker 1>in the employee handbook or up on the wall, do

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<v Speaker 1>the actions exhibited by the organization, by the leaders do

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<v Speaker 1>they match what those words are or is there a

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<v Speaker 1>disconnect between those two? And again, if organizations have all

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<v Speaker 1>four of those, it'd be very difficult to find a

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<v Speaker 1>lack of engagement. In general, you'll always have individ people

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<v Speaker 1>who just don't like the organization, but but in general

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<v Speaker 1>you'll have high engagement if you have these things.

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<v Speaker 2>Yeah, I think as you were reading through them, my

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<v Speaker 2>first thought was that's a really high bar. Yeah, to

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<v Speaker 2>have these come to life, you know, at all times.

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<v Speaker 2>And I think I think that they're great you know

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<v Speaker 2>that kind of they're great filters though, and they're great

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<v Speaker 2>questions to ask because really, like if that's what you're

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<v Speaker 2>striving towards, to your point, like it will never be

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<v Speaker 2>perfect and you can never I don't think you can

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<v Speaker 2>ever say check this box one hundred percent of the time.

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<v Speaker 2>I think that there have been some organizations that collectively

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<v Speaker 2>have been very close and have had done a lot

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<v Speaker 2>of different and innovative things to like make these things

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<v Speaker 2>happen that but most would say are kind of outside

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<v Speaker 2>of the box or a different approach, you know, or

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<v Speaker 2>it's kind of like the feeling of like, oh, well,

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<v Speaker 2>you know, you're you're giving your people too much power

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<v Speaker 2>to make decisions and that could cost you, you know,

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<v Speaker 2>on the bottom line. But also at the same time,

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<v Speaker 2>this empowers people and gives them a reason to want

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<v Speaker 2>to enjoy the decisions that they make in the job

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<v Speaker 2>that they have. So like I just think of like

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<v Speaker 2>immediately really high bars, but the right things and a

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<v Speaker 2>good I think, a good you know framework to figure

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<v Speaker 2>out where are you organizationally, if you were to make

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<v Speaker 2>this into like a square, where would you lean more

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<v Speaker 2>one way or the other, and how would you go

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<v Speaker 2>about addressing these things as you kind of talk through them.

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<v Speaker 2>I think as a as a local leader, many of

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<v Speaker 2>these things as you talked about them as an organization,

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<v Speaker 2>this is a really high bar as a local leader

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<v Speaker 2>of people. I think you could scale this down and

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<v Speaker 2>create spaces to bring this to life for your teams.

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<v Speaker 2>You could kind of make create a like a you know,

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<v Speaker 2>a microcosm of the larger by being really intentional with

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<v Speaker 2>some of these things. But I do, on the surface

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<v Speaker 2>think it's like really really good questions and really cut

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<v Speaker 2>right to the heart of like is this happening in

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<v Speaker 2>your org or on your team or not?

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<v Speaker 1>Right, So, the first thing I said, you kind of

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<v Speaker 1>touched on it a little bit is that is that

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<v Speaker 1>this isn't something you arrive at. It's something that you

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<v Speaker 1>are constantly striving for and constantly working at. It's like,

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<v Speaker 1>you know, if you there's a difference between a person

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<v Speaker 1>who wants to run a marathon and a person who

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<v Speaker 1>is a runner, right, Like, they're two different things. A

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<v Speaker 1>person you can train and go and run a marathon

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<v Speaker 1>and then be done with it, and then you know

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<v Speaker 1>a month later, you you know, don't want to get

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<v Speaker 1>off the couch and run Again, if you're a runner,

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<v Speaker 1>you're constantly doing these things, whether or not you are

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<v Speaker 1>have accomplished it or not. And so because the team's

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<v Speaker 1>kind of ebb and flow, because you'll have people who

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<v Speaker 1>will come and go from teams, people who promote, people

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<v Speaker 1>who leave the organization, the work that is needed on

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<v Speaker 1>these elements are always needed. And even if a team

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<v Speaker 1>doesn't change for a while, even if it's the same

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<v Speaker 1>people for you know, a period of several years, it

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<v Speaker 1>still requires work because people will go through different things

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<v Speaker 1>in their own lives that will make them more or

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<v Speaker 1>less capable of doing these things. And constantly thinking about

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<v Speaker 1>whether or not they exist is important because if you

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<v Speaker 1>don't think about them for too long, you will find

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<v Speaker 1>that they will slowly go away and you won't realize

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<v Speaker 1>that they've they've been lost until it's until once you

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<v Speaker 1>get to that point, it will take a lot more

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<v Speaker 1>work to get them back than it just takes to

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<v Speaker 1>maintain them if you are in the rhythm of maintaining them.

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<v Speaker 1>And I completely agree with you that there are things

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<v Speaker 1>that can be done on the local level, because really,

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<v Speaker 1>if you think about where leadership happens, it's in the

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<v Speaker 1>one on one interaction between two people regardless of what

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<v Speaker 1>happens at the kind of broader company level. So I

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<v Speaker 1>want to go over how individual leaders can make this

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<v Speaker 1>happen regardless of what happens above them. But first I

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<v Speaker 1>want to get up toward to for one of our sponsors,

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<v Speaker 1>when it comes to employee voice, ask your people what

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<v Speaker 1>their thoughts are about the last thing that you said,

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<v Speaker 1>or the last meeting that you held, or the last

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<v Speaker 1>time that they that you had to give them feedback,

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<v Speaker 1>and you know, you want to know how if you

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<v Speaker 1>did that the correct way. You know, the individual conversations

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<v Speaker 1>you have with your people where you genuinely want to

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<v Speaker 1>know their opinion on you as a leader or on

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<v Speaker 1>what the way forward is for a strategy that you're developing.

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<v Speaker 1>Those are the things that will raise the perception that

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<v Speaker 1>employees have a voice in the organization, especially if you

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<v Speaker 1>are using their their information as you go forward, you

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<v Speaker 1>give them credit for it and kind of hype them

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<v Speaker 1>up and put them on pedestals for you know, kind

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<v Speaker 1>of for the contribution they're making. Engaging managers, you know,

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<v Speaker 1>if you're engaging with your team individually, one on one, Uh,

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<v Speaker 1>it doesn't really matter whether or not You're a leader,

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<v Speaker 1>and I want to say it doesn't matter. I keep

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<v Speaker 1>saying that when it comes to organizational integrity, the say

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<v Speaker 1>do gap you know, do as I say, not as

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<v Speaker 1>I do. That only happens in the one on one

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<v Speaker 1>interaction between a person and their leader. You know, if

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<v Speaker 1>a if an organization is saying one thing, the the

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<v Speaker 1>doing another thing is not done by the organization. It's

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<v Speaker 1>done by you. It's done by the people who work

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<v Speaker 1>for the organization. And the only thing you can control

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<v Speaker 1>are the actions that you do. And so if you

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<v Speaker 1>say something to your people, whatever it is that you say,

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<v Speaker 1>whatever you proclaim are your values or what you stand for,

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<v Speaker 1>or how you hold people accountable, how you promote people,

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<v Speaker 1>what the expectations are, if you are holding yourself to

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<v Speaker 1>those same expectations, and you're holding your people to those

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<v Speaker 1>expectations equally and fairly across the board, not you know,

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<v Speaker 1>playing favorites or holding them to different standards. You know,

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<v Speaker 1>that's the reflection of organizational integrity. And if your people

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<v Speaker 1>see that from you, they will feel that and they

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<v Speaker 1>will be highly engaged, even if you don't necessarily feel

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<v Speaker 1>it from the people above you.

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<v Speaker 2>Yeah, I think it's such a great call out and

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<v Speaker 2>kind of break down because I think again, it's like

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<v Speaker 2>controlling what you can control, and when you are a

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<v Speaker 2>leader of people, there's a lot of things that you

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<v Speaker 2>can do to bring you know, these types of filters

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<v Speaker 2>to life and bring the values of an organization to life.

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<v Speaker 2>You know, I've been very much subscribed to the idea

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<v Speaker 2>of kind of you know, the layers of two above you.

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<v Speaker 2>So like basically, you know, ninety five percent of your

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<v Speaker 2>experience at work is going to be impacted by your

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<v Speaker 2>boss and your and your boss's boss. Like, those two

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<v Speaker 2>layers of leadership are really where most of what you

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<v Speaker 2>experience you get from. So if they're they're doing the

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<v Speaker 2>things that you're talking about, if there's dialogue around you know,

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<v Speaker 2>how I'm feeling, what I'm thinking, How am I involved here?

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<v Speaker 2>If I understand, you know, organizationally, what the big picture

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<v Speaker 2>is and where we're going, and how I fit into that.

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<v Speaker 2>Like if these things are happening in our conversation and dialogue,

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<v Speaker 2>and and then as my direct leader, you're creating these

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<v Speaker 2>spaces for me, I feel really good about these things,

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<v Speaker 2>and I feel that like this, this is exactly how

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<v Speaker 2>kind of the company is showing up for me because again,

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<v Speaker 2>my experience is my direct leader and then their leader.

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<v Speaker 2>And I think that that's such an important responsibility, regardless

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<v Speaker 2>of the industry that you're in or the organization that

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<v Speaker 2>you work for. I think some some companies have really

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<v Speaker 2>really strong and clear narratives. Some companies you know, like, Okay,

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<v Speaker 2>this is a thing that we do. But but how

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<v Speaker 2>I feel about, you know, my work every day and

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<v Speaker 2>my involvement of that, it has so much more to

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<v Speaker 2>do with that leader that I have. Because in both

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<v Speaker 2>cases of companies that have really clear, strong narratives or

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<v Speaker 2>companies that don't, that direct leader is going to either

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<v Speaker 2>bring that to life or create that for me. And

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<v Speaker 2>so like that's why it's so important to consider these

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<v Speaker 2>types of things, to reflect on these types of things,

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<v Speaker 2>to write down, you know, these things, and then say,

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<v Speaker 2>how am I doing this for my people or my

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<v Speaker 2>teams If I'm looking to create the best possible kind

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<v Speaker 2>of working community slash culture that I possibly can as

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<v Speaker 2>a leader.

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<v Speaker 1>Yeah, I completely agree with that. I think that there's

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<v Speaker 1>this this this element of in some people's minds that oh,

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<v Speaker 1>this isn't happening at the top, so it has to

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<v Speaker 1>start there. And you know, when it comes to leadership

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<v Speaker 1>as a whole, it's very difficult to make broad sweeping

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<v Speaker 1>changes to an entire organization if the if the leaders

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<v Speaker 1>at the top are not on board clearly, but whether

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<v Speaker 1>or not your people feel engaged and bring their best

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<v Speaker 1>has far less to do with that and far more

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<v Speaker 1>to do with how you interact and engage with them

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<v Speaker 1>on a daily basis. And so when it comes to,

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<v Speaker 1>you know, a strategic narrative that comes from the top,

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<v Speaker 1>you know, the further away from the execution you go,

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<v Speaker 1>the more strategic and less tactical it is. It's less

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<v Speaker 1>about what you have to do and more about here's

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<v Speaker 1>where we're going. What we have to do to get

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<v Speaker 1>there is really decided by the different levels along the

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<v Speaker 1>way down to who actually has to execute it. And

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<v Speaker 1>so what your people feel from you and from the

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<v Speaker 1>organization when it comes to their expectation of executing a

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<v Speaker 1>strategy is largely going to be about how you hold

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<v Speaker 1>them accountable to the actions that you have told them

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<v Speaker 1>you expect, which comes from your boss talking to you.

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<v Speaker 1>But if we talk about it through the context of

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<v Speaker 1>our culture acronym L for lend Air support. You know,

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<v Speaker 1>what your people here, they should hear from you directly,

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<v Speaker 1>and what you give to them should not be a

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<v Speaker 1>should not reflect your lack of ability to should not

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<v Speaker 1>reflect your lack of engagement with your own leader. It

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<v Speaker 1>should reflect a desire to keep them engaged even in

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<v Speaker 1>the absence of your engagement with your own leader. And

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<v Speaker 1>so again, all of this happens between you and your people.

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<v Speaker 1>And that's one of the reasons I like this particular

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<v Speaker 1>way of looking at employee engagement because it really has

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<v Speaker 1>kind of an extreme ownership element to it that leaders

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<v Speaker 1>can look at and kind of take hold of this

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<v Speaker 1>on their own, as opposed to, you know, something they

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<v Speaker 1>have to depend on others to make happen. Thank you

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<v Speaker 1>all for joining us in this episode. We'll see you

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<v Speaker 1>next Thursday for our next discussion on raising employee engagement.

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<v Speaker 1>You have a great day.