This aspect of leadership is critically-important if an organization hopes build and sustain culture of continuous improvement in which employees are truly engaged, and in which measurable improvement goals are achieved through people.
In a recent article published by Engagement Strategies Media, the connection between leadership and engagement was discussed.
“They’re connected because we can’t create the levels of engagement we would want and get all of the benefits we know can come from that without people leading…. we have to have someone leading us in the direction of this desirable goal of higher levels of engagement. They’re completely one hundred percent connected.”
The article goes on to explain that improving engagement scores requires intentional effort, and “most leaders, most organizations, aren’t placing a high enough priority on it to make that intentional.”
Thus a formalized, goal-oriented plan is a must… a concept that is presented in our “Engagement Around the Work” white paper.
Consider that people are much more likely to become engaged when they feel productive… when they feel like they are achieving success and that they are an important part of the organization’s success; when they feel that they have a voice in creating a better, more productive workplace.
By following proven Continuous Improvement methodology leaders and people at all levels can achieve measurable goals and higher levels of productivity; and this productivity leads to engagement.
Once leaders recognize that productivity leads to engagement, not the other way around, it becomes easier to allocate the necessary resources to sustain the Continuous Improvement effort. This means we must create a culture that is based on improving all that we do and which enables and empowers every employee at every level to make improvements through involvement and commitment — through being engaged!