Here’s what’s been on our minds lately … This is where we post occasional thoughts, observations, photos and ideas that we find relevant and connected to our work.
In this third piece in our three-part series on employee engagement, we’ll consider ways leaders and organizations can evaluate engagement. We’ll also identify effective action steps to enhance employee engagement.
While formal surveys are still the preferred method for measuring employee engagement, organizations may require some innovation with respect to data collection. Surveys can take months to analyze, and the interim silence often sends a message to employees that management doesn’t care.
In this second piece in our three-part series on employee engagement, we’ll look at the topic of burnout at work, including contributing factors and actions leaders and organizations can take to positively address this issue.
Factors Contributing to Burnout at Work
Recent statistics indicate that two-thirds of full-time workers in the U.S. are experiencing burnout on the job. Additionally, multiple studies have found that low levels of employee engagement have a direct impact on company performance. There are many reasons employees may feel less engaged and even burned out at work, and they include the following:
Employee engagement is often a key measure of effectiveness for both organizations and leaders. Statistical evidence and data prove that high levels of engagement correlate to the increased overall performance of a company, which elevates the importance of this issue for leaders. If your firm is in the process of leading change right now, a focus on engagement will help drive success as it transforms to a new state.
“And now here is my secret, a very simple secret: It is only with the heart that one can see rightly; what is essential is invisible to the eye.” ― Antoine de Saint-Exupéry, The Little Prince
Taking time to step away from the long list of tasks, demands, and meetings in order to breathe, and be present to yourself, is one of the most important acts of a leader. It’s both an act of self-care and an act for others. Leaders, by nature, have responsibility for others: their clients, associates, stakeholders, families and communities. Leaders must also care for themselves in order to be at their best. You may have read about this and know it cognitively, yet do you know it in your heart? In your body? In your soul?
It’s that time of year, March Madness, where many of us watch the college teams battle it out in the NCAA basketball tournament. What I love about this season is seeing close games where talented athletes deliver incredible levels of performance, both individually and collectively. What’s almost as interesting is the breakdowns that happen and how coaches engage when teams don’t live up to their full capabilities.
Leaders I work with have big jobs, big mandates and big challenges. They also have very little time to think in big ways, yet all feel the need to transform some part of their organization. Each one of my clients is smart, hard-working, skillful and experienced. However, they lack something essential to their ability to lead their organizations to the next stage: time to reflect, intuit and discern new insights.