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O P I N I O N
Employee engagement (Part 4)
W e know leaders, managers, and organizations need to work harder and do things differently to create conditions for more effective employee engagement, especially today. But it’s not only about them. As employees, we play an equally vital role. While management plays an obvious role in this process, employees must also do their part by knowing their roles and doing their jobs.
actions with our goals and those of our team and organization. ❚ ❚ Bring our best. Employee engagement is a mutual commitment. Just as “a horse has to want to drink the water it’s led to,” an employee has to want to be engaged. Employees must also take action. The “10 Things That Require Zero Talent” list that runs through social media is a good proxy for that action: being on time, work ethic, effort, body lan- guage, energy, attitude, passion, being coachable, doing extra, and being prepared. “As employees at all levels, we need to know our roles and do our jobs to engage and connect with each other so we can continue to do great things through our work and beyond.”
Peter Atherton GUEST SPEAKER
To be truly engaged, succeed, and live fully at the office and beyond, we need to: ❚ ❚ Know what we want. A high degree of self-aware- ness and emotional intelligence is not only needed to be an effective leader and manager, it is also need- ed to be an effective and engaged employee. To win at both work and life as a professional we need a plan – and we need to design that plan to evolve as we grow and transition into new work and life seasons. In general, we transition into new seasons as we progress through our life and career. At times, our seasons can either complement or conflict. Our interests and passions also change from season to season. There are certainly generational differences in the workplace today, but there is also convergence, par- ticularly around meaning, purpose, performance, and impact as a result of seasonal and societal shifts. To stay engaged, it’s important to map our seasons, understand our changes, and continually align our
See PETER ATHERTON, page 12
THE ZWEIG LETTER March 18, 2019, ISSUE 1288
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