Part of what makes being a manager difficult is at any given time, employees operating at different levels of personal and professional engagement. Experienced managers of people have learned over time that to impact an overall team or organization’s performance, they need to move the collective team upward in spite of the ebbs and flows of each employee’s professional and personal engagement.
Critically, it’s not all about beanbags,chairs in the lounge or the beautiful infrastructure of the building!! In most cases, what really enhances engagement is that the organization supports employees in their non-work challenges, especially them and their families health and well-being. Although trust is the major driver of organization-wide engagement, the most important way a leader can demonstrate trust it to show empathy.
There is no better time to show empathy than during times when a member of your team is going through personal hardship. For e.g.: If an employee (or one of their family members) is seriously ill or injured, offer flexible hours and/or allow other employees to donate their paid time off to the employee who’s struggling.-it will pay dividends later when you need the employee to go “above and beyond” for the organization.
In almost every study on employee engagement, the number-one factor for work-related happiness and engagement is also the number-one factor for employee unhappiness and disengagement.
You might have heard the aphorism that “people join good companies, but leave bad bosses.” It’s true- if your boss is the bane of your existence, then you need to work to improve the relationship. In most dysfunctional manager/employee relationships, it is often a gap in communication that is causing the rift. Open up those channels and make an effort to reach an understanding.
Trust in leadership, which is generally created by leaders showing empathy and care for the well-being of their employees, is an essential factor in building engagement. Employees also need to have a good relationship with their immediate supervisor; This relationship can act as key factor in employee engagement or disengagement.