Employee Engagement

Re-Energizing Long-Tenure Employees

Tom is your employee. He’s been at your company for nearly fifteen years. In that time, he’s done a good job and risen through the ranks. Tom knows what needs to be done and you can count on him to do it. But he could be doing more. In this Quick Take, you will learn why disengagement among employees tends to rise when they’ve been in the job a long time, what managers are doing that contributes to this disengagement, and how to re-energize long-tenure employees.

Avoiding the ‘Transaction Trap’: When do Financial Incentives Work – and When Can They Backfire?

Bob was recently promoted to his first management job. He inherited a small problem from his predecessor. If he doesn’t address it quickly, it could turn into a big one. Some people are showing up late for work. But Bob wants to send a message that punctuality is important and expected. If you were Bob, how would you get your people to show up on time? In this Quick Take, you will learn how the 'transaction trap' can derail your efforts to improve results, why incentives and disincentives often backfire, and the difference between 'market interactions' and 'social interactions' – and how to know when to use each one.

Employee Motivation: The Surprising Power of ‘Line of Sight’

What inspires employees to show up every day and give their all? Good pay and benefits? That helps but it’s not enough. Most people want more than to show up, collect a paycheck and go home. They want their work to make a difference. Yet research shows that most employees don’t feel a sense of higher purpose. So what can you, as a manager, do to help? In this Quick Take you will learn the key element that gives work a sense of purpose – no matter what kind of work it is, why it’s so important to create 'lines of sight' between employees and the people who benefit from their work, and clear, actionable steps you can take to create these lines of sight for your employees.

Tapping into Discretionary Effort

Imagine yourself deeply immersed in an activity you love. That activity might involve tedious work, but it doesn’t seem tedious. On the contrary, it's so enjoyable that hours fly by like minutes. How much more motivated and productive would your employees be if they felt that way about their jobs? What if they simply loved coming to work and were so fully 'engaged' in what they do that they gave 'discretionary effort' to every task. In this Quick Take you will learn what it takes to earn this level of employee engagement, how engagement affects the bottom line, and how to combat three destructive narratives that cause employees to disengage.

Four Triggers of Employee Disengagement

Why do some teams succeed where others fail? What is it that gets some workers to engage 100% while others simply keep a seat warm? When things aren’t working, should you blame the employees or does the fault always lie with their manager? In this Quick Take you will learn how the principles of Attachment Theory apply to leadership, why attachment enhances engagement, and four triggers that weaken attachment bonds – and how managers can avoid them.

The Biggest Motivator: Making Progress Toward Goals

Harvard researchers analyzed what made employees happy – and therefore more engaged and productive. For managers this means your best opportunities for motivating your people occur in something you’re already doing on a regular basis: Holding people accountable for their goals. Learn a three-part model for getting it done.


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