Six steps to build and sustain engagement
We all understand the crucial role that engagement and willpower play in driving change within an organization. This underlines the necessity of actively involving all individuals, at all levels, working together in a common direction, to facilitate change. Here are six elements, or steps, to foster engagement within your organization, unlocking the potential of everyone contributing effectively to the change.
These steps are typically implemented during coworker seminars held with the whole company present or specific departments. We recommend conducting these seminars at least every six months, more frequently if necessary, empowering the participants to make their own best contribution to the change.
1) Being invited to participate
The first crucial step to getting engagement is to show that you value your coworkers’ participation and involvement. This can be done by inviting them to participate in the change through a coworker seminar or workshop. This will also create curiosity (both negative and positive) about what’s going on! A seminar like this can include up to around 60-70 coworkers at a time.
2) Understanding the facts
The second step is to ensure that everyone receives sufficient and comprehensible information in a way they understand, avoiding management jargon. One approach is to begin by presenting a clear overview of internal and external events driving or necessitating the change. Next, to clearly outline the implications for us as an organization. And thirdly, to identify two or three focus areas to address these implications, inviting everyone to contribute to realizing these objectives.
In smaller groups, in so-called Strategy Implementation Teams (read more about these here), the coworkers then should be given time to reflect and discuss whether they find the logic understandable and if they believe the chosen focus areas are adequate, and the most crucial ones for realizing the change.
3) Being listened to
As a manager or management team, it is important to truly listen to the feedback that now will be expressed by the coworkers. Truly listen, not arguing or explaining why the management level has made certain choices. If the focus areas are getting too much criticism, and others are strongly suggested, the management team may have to go back to the drawing table. Otherwise, listen and take note of what each and every group and coworker believe in, and where they think they can contribute.
4) Given a clear direction
If the focus areas resonate with the coworkers, a clear direction has been set and one can now move towards the next steps. In any case, the feedback should be gathered and integrated into the story about the change. What has been changed should also be communicated back to the coworkers within a two week period.
5) Power over own decisions
The fifth step is to let the power of the coworkers loose in the direction you all now have decided on. Let them make their own decision on what they will work on and trust they will make good choices based on their local context. When the groups get the time for group work and discussions on how they can contribute it will lead to what their best contribution is. This is briefly presented back to the other groups as a way of showing commitment, participation and ownership.
6) Show that we’re moving!
After some time, at least every six months, the groups should get the opportunity to showcase what they have worked on within their best contributions. Accomplishing and seeing results is the final piece in creating and sustaining engagement!
That concludes the six steps. As a manager, your role (and your own best contribution) is to create the right conditions for the employees to be able to contribute to the change in an effective way.
I hope these steps give you some insights and thoughts on how you can create and sustain engagement in your organization. You are welcome to contact me or anyone at Integ Partner for further discussion!
Anders Ericsson
Integ Partner
2024.06.13
