A leader of influence increases the likelihood that employees are engaged because, first and foremost, the leader is engaged.
For several years, I have shared with leaders at the frontline, mid-level, and senior level within their respective organizations that the true test of influence is evident based on the ability to get employees to accomplish three things.
First, to show up with a mindset and attitude of gratitude and self-motivation. Their attendance is instrumental to the success of a given project, initiative, contract, task, action, and work assignment. Having the right mindset is an indication that employees are ready to engage and be supportive. When employees show up with an inquisitive mind and curious anticipation to learn, grow, develop, and prosper, the leader has already set the tone for an inclusive and innovative environment that has been well received.
Secondly and next is participation. Employees’ willingness to actively and collaboratively participate in meetings, think tanks, and strategic discussions, their involvement is key to the advancement of the mission, vision, and core values of the team and organization. The essence of participation is a desire to want to be a contributor, voice opinions, recommend solutions, offer great ideas, and consider risks for the betterment of the customers and stakeholders. Employee participation is also a visible sign of their openness to the concept of T-E-A-M: Together Everyone Achieves More. Good leaders with influence understand that participation is a must to build a highly effective team.
Finally, and third, contribution is the factor that personifies a fully engaged employee that has, and continually will, provide their unique perspective, viewpoints, gifts, talents, and passion relentlessly. A desire to contribute to the team and organizational success reflects their level of comfort and leadership support that has been on display for a sustained period. Employees react positively and feel the need add value as only they can. Attendance, participation, and contribution by employees confirm that the leadership in place has created a safe place and space for them to excel. They respond accordingly.
In their recently released ‘State of the Global Workplace: The Voice of the World’s Employees’ report by Gallup®, Chief Executive Officer Jon Clifton reports in the executive summary that forty-one percent of employees report experiencing “a lot of stress.” Yet stress varies significantly depending on how organizations are run. Those who work in companies with bad management practices (actively disengaged) are nearly 60% more likely to be stressed than people working in environments with good management practices (engaged). In fact, experiencing “a lot of stress” is reported approximately 30% more frequently by employees working under bad management than by the unemployed. Further, the report states that managers account for seventy percent of the variance in team employee engagement. When organizations increase the number of engaged employees, they improve a host of organizational outcomes. For example, absenteeism decreases by 78%, turnover decreases by 21% in high-turnover organizations, quality defects decrease by 30%, safety incidents decrease by 63%, and shrinkage (theft) decreases by 26%.
In conclusion, Oliva, a project manager in Canada, states “A good job is a job where I have a manager who knows me, sees and values what I do, and cares about where I’m going in the future.”
