Front-line engagement

During this series of articles on employee engagement, it has become pretty obvious that managers have significant impact on the work-life of employees.  Firstly, executive management set the scene with vision, direction, purpose and hopefully take an over-arching lead with respect to organisational culture.  Then, in all but very small organisations, centralised forms of management provide guidance, direction, policy, systems and process that shape the way in which the managers should, or must go about managing their team members.  Human Resources is an example of this centre driven influence. Then of course there is the direct influence and impact of the front-line managers themselves. Let's look at what this group of managers can do to positively influence employee engagement levels.

Quick Poll

At work I feel able to channel my energy and talent into the things that are going to make the biggest difference to the success of the organisation.
Every day
Most days
Some days
Occasionally
Seldom
Never !!

For great front-line managers, the path toward building and maintaining highly engaged teams begins with a few key, but simple philosophies. 

   Enquiry  Participation  Ownership  Local action

In practice, this means taking the time to find out how team members see things, how they feel about things, what they see as important, guiding them to explore what things mean to them and for them, helping them see how they fit into the organisation's vision and direction and how they are or can best contribute to this. It also means leading them and allowing them to take ownership for the things that they can improve within their sphere of influence. It is this local action that enables people to really make a difference irrespective of their position or level within the organisation.

 

Checklist for managers who directly manage and lead staff

  1. Am I providing focus and clarity? 

  2. Am I really coming to know each team member for who they are?

  3. Am I really caring about each team member? 

  4. Am I truly listening?  

  5. Am I helping each to feel proud?

  6. Do I help each to review and understand their contributions? 

  1. Am I ensuring that each is equipped to do their job properly ?

  2. Am I helping each to see and appreciate the value they add?

  3. Am I helping them to grow and develop?

  4. Am I helping each to feel important?

  5. Am I being trustworthy and helping to build mutual trust?

  6. Am I providing each with the right level of challenge? 

Checking in with each team member and their needs is an ongoing process. The great news is that so much of this can be discovered and explored in periodic one-on-one meetings, review sessions, informal chats, and also through periodic team meetings. This is not hard, and it can occur without centralised systems or processes, or other interventions. However it is not just a "tick the boxes" exercise. The process has to be heartfelt and regular if it is to build engagement. Aim for discussion around at least one of the above areas in every weekly meeting. 

!It is easy to overlook the basic principles of leading and developing people. At the front-line simple things do matter and the style, approach, and willingness of the employee's direct manager has a large influence. In addition to making sure the 12 items on the check list above, are on-going leadership action items, the key is to ensure high levels of employee participation and ownership in the process, while at the same time guiding employees to work out what they really need in order to be their best! 

Scott Constantine - Senior Consultant Organisational Development & Change

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(c) 2012 S.R Constantine. All rights reserved.