Intentional Leadership and Employee Engagement
We’ve got a serious leadership problem here in Australia, in fact, it’s a global leadership issue.
Across all levels of most organisations, it appears that the majority of leaders are getting it wrong on a daily basis. Now, I realise that’s harsh, but when you piece together some of the latest research on workplaces around the world and right here in Australia, you can’t come to any conclusion other than, we’ve got a serious global leadership problem.
The Aon Hewitt 2014 Trends in Global Employee Engagement report highlights not too surprising that “Leaders hold the key to employee engagement”. The report suggests, again, not surprisingly that “Engaging leaders think, feel and act in different ways than do typical leaders”.
However, as I’ve stated above, it’s fairly obvious that these ‘Engaging Leaders’ are few and far between. The big difference becomes glaringly obvious when you compare the organisational success measures being achieved by these engaging leaders compared to the typical leaders.
An insight into what these engaging leaders are thinking, feeling and doing can be found in the former CEO of Westpac, Gail Kelly who was quoted in an Australian Financial Review article as saying “the single most important thing is having great people, people who we can rely on, who are engaged, proud to be here, proud because they are adding value.” Gail Kelly not only thinks this, when you follow her career, her comments, her actions and her results, it becomes very obvious it’s not just a thought process, she feels it very deeply at a human value level, and has taken action in each of her roles to demonstrate it.
These engaging leaders inspire their teams to be proud… to be proud because they are adding value.
Sadly, however, the evidence is clearly showing that this is not what the typical leaders across all levels of corporate Australia are thinking – and certainly not what they genuinely feel at a human value level, and not what they’re taking action on.
For more than a decade now, throughout most management and human resource publications, forums and conferences, there has been a significant focus and reporting on the validated benefits of employee engagement. However, despite that being the case, research from the Gallup Group’s State of the Global Workplace Report found that in Australia only 24% of employees are “engaged at work”, 60% are “not engaged” and 16% are “actively disengaged”.
So what’s the solution?
Every leader, across all levels, within every organisation, needs to work on themselves first. This means being able to genuinely articulate why they’re proud of what they do and the value they create when they do what they do. And then, it’s a process of inspiring and assisting every individual within their work team(s) to be able to do the same.
The question is HOW?
The Intentionomics Trust Model steps leaders and their teams through a blueprint on how to get clear about their intentions, promises, actions and results. By applying the Intentionomics Trust Model, leaders and their teams get clear about the value they create when they do what they do; they build self-trust, trust in others and others trusting in them; they develop genuine work engagement through an increased sense of belonging, gratitude and pride.
Watch this short video that explains the Intentionomics Trust Model – it really is one of the keys to moving from a ‘typical leader’ to an ‘engaging leader’, and transforming a disengaged workforce into intentionally engaged individuals, working together in an environment of intentional trust, resulting in a feeling of intentional pride in the value being created (for all stakeholders) when they do what they do at work.