Posted on November 25, 2013 by TNS Consulting Team (via Scott Spayd)
For anyone who works in a position of authority, employee enagement is a difficult concept to tackle and develop in one’s staff. To even begin thinking about creating an environemnt for employees that is more engaging, one must take much time to plan and assess the needs of the department or organization. So how does a manager or supervisor even begin to engage his or her employees when there’s barely enough time to get the essential day-to-day tasks done? Model engagement.
In my experience, the best way to persuade anyone to do something is to first model the behavior you want to see in others. This works for several reasons. First, your employees see you practicing what you preach. If you were to invite your employees to get involved in community outreach programs on a volunteer basis but you don’t do it yourself, why should they?
Second, you can show your employees the many varied ways to get the most out of work: through being innovative a creating an initiative that both aligns with your personal interests as well as the organization’s goals, through taking on tasks that are outside of your normal duties for the sake of a challenge, or through actively finding more efficient and easier ways to do your normal work, to name a few. If you take an active role in making your own work more interesting and rewarding for yourself, your employees will undoubtedly notice and may follow suit to see how they can be more involved in their own work.
Finally, modeling engagement for others is a rewarding endeavor in and of itself. Who doesn’t like to be looked up to? Performing your own work in such a way that others will admire and strive for is something to be very proud of, not to mention that you will be more engaged with your work, too!
Whatever steps you actually do take, modeling the behaviors you wish to see in your staff is not only a pretty effective tactic, it’s something that is easy and free to get started with getting your employees more involved with controlling their own engagement at work.