Many organisations expect engagement and motivation from their employees, and I often hear managers who are disappointed with how much of it they see in return. In this article, we look at why that is.

Saying is not the same as doing

Managers sometimes complain about their employees' engagement. People who don't finish their tasks, don't keep agreements, and arrive exactly on time and leave exactly on time. Managers would most like to see people go the extra mile. And engaged employees do.

But work engagement starts with yourself, especially if you are a manager. Do your actions match what you say? Do you really encourage your team members to work with engagement? Or are you, without realising it, undermining your team members' engagement?

An example. As a manager, you see that one of your team members is very tense, works extra hours and still doesn't get the work done. In a one-to-one, you mention this and strongly advise the employee to take it easier. A few days later, it turns out that the employee hasn't done an important task, or hasn't done it well. You respond reproachfully that the task must be picked up as soon as possible.

What does that do to engagement and commitment? They are more likely to decrease than increase. The employee feels misunderstood and experiences even more tension.

Engagement is something people must feel

The same applies to saying you are engaged with your team without letting them feel it. Engagement lies in what happens between the lines:

  • asking follow-up questions when someone gives a superficial answer
  • remembering what is going on in someone's private life
  • giving an unexpected compliment
  • seeing how much effort someone puts in, and saying so
  • genuine attention

You have to make time for that. If you want engagement and dedication from your team, you have to give them first yourself. Appreciate your employees' efforts, even when the result isn't visible yet. Notice when someone makes an extra effort to get their tasks done. Talk to your team members individually and ask what is going on with them. Get to know your team.

You hold the key

As a manager, you are the one who can turn a group of people into a team. A team in which everyone is pulling in the same direction, in which people would go through fire for each other and are there for each other in good times and bad. Gallup research shows how big that role is: 70% of the differences in engagement between teams are linked to the manager. Gallup

Showing that you care about your team and that you would go through fire for your people is a good start. Show that you are engaged yourself in reaching the goal, and support your team when things are tough. Keep an eye out for team members who need to take it easier, and make that possible. Take over that extra burden or arrange a solution for it. You are the leader.

What do you give your team?

Also read engaging leadership and no work engagement without challenge.

About this article: written by Lucienne de Bie and updated by the editors of Alles over bevlogenheid.

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