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Work-related engagement is a positive affective motivational state of mind. This reaction is influenced by other motivational factors, which can also be associated with psychological and physiological needs. However, companies can solve for the psychological considerations of engagement from the context of belonging. While not all inclusive, the following are 3 fundamental reasons teams become disengaged.

1. The team member’s mindset. Because people join teams with different personal and professional experiences, cultural lifestyles, personalities, and other unique qualities, it creates a challenge for leaders to motivate and engage, absent of understanding these differences. What may motivate one team member may be completely demotivating for another. And what may inspire and create excitement for team member A, may result in the exact opposite for team member B. Whether you understand your teams, interests, responsibilities, passion and triggers, the reality is that their attitude and mentality will be a predictor of their internal wires that invoke motivation, followed by alignment and connection with their team and their leaders.

2. Interpersonal connections between the employee and their leader. Respect, acknowledgement, responsiveness, recognition, values, preferential treatment, and appropriate relationships are among a compounding list of implications that lead to engaged and disengaged employees. When leaders are disregarding, demeaning and overly use condescending communication with team members, it may strike action, but it is demotivating and empties your team’s bucket. The result can be ornery behavior, with limited effort given to the task or role altogether. Failing to provide clear directions, or any direction creates a strike against interpersonal relationships. While agile work environment is prevalent in many organizational settings, constantly changing practices, that are not consistent with the stated vision and objectives, or other significant directives, creates a strike against interpersonal relationships.

3. Lack of structure and workplace organization. In a balanced work environment teams maintains a consistent level of inputs and outputs, which creates an environment where individuals can quickly identify their ability to be successful. This subsequently results in work engagement, promoted company’s values are supported – inspiring employee allegiance. Contrary to the existence of a balanced work environment, is an unbalanced one, which can appear unorganized, chaotic, fragmented, and unstructured. When this is visible whether physically or structurally in process design and order, the perception created – results in disengagement. While not apparently evident, staffing shortages that result in failed processes and points of friction is another structure and organization issue that immediately kills employee engagement.

Engagement results in an emotional connection and a passion for one’s job, their leader, their team and then the organization, when fundamental factors are aligned.

Check out the book to decode this equation.
The employee engagement equation (ee en/eq): ([lv&v + cg&o = sv], [sv + rcv&e = a], [a + eelv&s = tmm], [tmm + c&hwe = ee/en])

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