(536 words - estimated reading time: less than 3 minutes)

Individuals need to take  initiative to create opportunities to build their skills.

Each of us has much more influence on our level of engagement than we may at first perceive. We each have our own unique relationship with work and it's up to each of us to know what challenges us, what's meaningful to us, what motivates us. Those aren't questions others can answer for us. If we're not clear on our core values and goals, we can't look for those values in our work or see a clear path to meeting our goals within the context of our work. Each of us must take the initiative when it comes to building our skills, clarifying our goals and re-shaping our work in order to apply those skills to meet both personal and organizational goals.

The Manager

Managers can feel squeezed between company mandates and front line employees. We also know that managers are key in helping individual employees find ways to engage with their organization. But in order to engage others, managers must first be engaged themselves. It's almost impossible to jump-start someone else when your own battery is low.

Managers can best impact engagement in three ways:

1. Coaching. Top drivers of job satisfaction are the opportunity to develop new skills and then use those skills in meaningful ways to help make an organization successful. Managers need to know their employees - their strengths and aspirations - and ensure ongoing dialogue to provide feedback and relevant development opportunities.
2. Build Relationships. The more employees know their managers, the more likely they are to be engaged. Share your own personal values about work, the challenges you face and your own path to development.
3. Understand Team Dynamics. One member of a team who's disengaged can drag down the performance of the entire team. Be aware of problems that can arise and deal with those problems swiftly and openly. Capitalize on the engagement energy generated by other team members.

The Executive Leader

Ultimately, the woman (or man) at the top may have the greatest impact on engagement, even though s/he may never meet many of the people who work for their organization. Others look to them to set the tone for the organization. To build engagement, leaders must:   

• Communicate with clarity the company's overall goals and how those goals are aligned with mission, vision and strategy.
• Share with employees the "what" and "why" of your actions on a regular basis.
• Build trust with employees, so that employees can "hear" the message.
• Ensure that direct reports are engaged by knowing what energizes them; if possible, help them reshape their roles and ensure continuous learning.

And last but certainly not least, leaders must hold themselves and others accountable for building a work climate that fuels high performance and enhances engagement. Generating that kind of work climate is the single most important factor in ensuring that all employees are - and stay - engaged.

What are YOU doing to produce an engaging work climate? 

(488 words - estimated reading time: 2 minutes)

I ducked out to my favorite coffee place for some quiet time and couldn't help overhearing the conversation coming from the table behind me. I was determined to tune out until I heard four fateful words that compelled me to listen: "I hate my job." A stolen quick glance behind me identified the job hater as a guy in his 30's - his companion at the table was a woman about his age. (I'll call them Sam and Diane...not that they ever identified themselves, but I've got a soft spot for "Cheers.") As I continued to listen, this is what I heard. Sam's always looking for ways to get out of being at work. And when he is there, he does just enough to keep from getting fired. (Sam is a perfect example of the kind of employee who gives no discretionary effort.)