There are two kinds of employees - engaged and disengaged. Engaged employees are those who are dedicated to the organization's vision and eager to contribute. They are productive and live by the organization's values. Disengaged employees are those who aren't even aware of the organization's vision and spend most of their time watching the clock. They simply show up to work prepared to do the minimum to get by. Whereas engaged employees challenge those around them to do more and better, disengaged employees demoralize the productive employees with their lack of passion and intensity.
The question for business leaders like you is simple: How do you turn disengaged employees into engaged and eager contributors?
The answer is simple . . . Engaged Leadership. Since an employee is engaged or disengaged based on the culture of the organization, leaders must build a culture to overcome employee disengagement. Engaged Leadership shows readers how to build that culture by breaking down the art of effective leadership into three primary areas that all leaders must master in order to inspire and engage their employees: directional leadership, which builds a consensus for the vision; motivational leadership, which inspires people to pursue the vision; and organizational leadership, which develops the team to realize the vision.
Though many leaders excel at one or two areas of leadership, truly great leaders are masters of all three. And that's what it takes to turn disaffected and disengaged employees into highly engaged go-getters.
This book combines the popular business fable format with the more straightforward, how-to format that challenges you to use what you learn. It engages both the creative and the practical parts of the brain to teach smart leadership skills in an active and exciting way. Inside, you'll find a practical framework for successful leadership that works regardless of your role or industry. It's packed with ideas and strategies for building a dynamic culture that engages employees at all levels of the organization, releasing the true potential of your organization.
Table of Contents
The Application of Engaged Leadership.
Challenge One. Recruit support from the Top 26 Percent.
Challenge Two. Prepare the organization for change.
Challenge Three. Let them know how they contribute.
Challenge Four. Constantly communicate progress.
Challenge Five. Lead with positive motivation.
Challenge Six. Celebrate small successes.
Challenge Seven. Encourage life balance for all employees.
Challenge Eight. Create a fair work environment.
Challenge Nine. Identify and position the appropriate talent.
Challenge Ten. Build a bridge between the generations.
Challenge Eleven. Move toward real empowerment.
Challenge Twelve. Establish a strategy to maintain success.
The Importance of Character Core.
As featured in the October 2007 "Books in Brief" column of HR Magazine:
Half of Engaged Leadership is a novella, the fictional story of a new manager working with a seasoned one to jump-start employees who have disengaged. Author Clint Swindall salts the story with examples of how leaders can get employees back on track. The book's other half is aimed at readers who want more concrete ideas on engaging employees, complete with action items.
By combining his "business fable" with how-to advice, Swindall aims to get managers' attention focused on employee engagement. He says surveys show that 55 percent of employees are disengaged - doing only what they need to do to get by. Another 19 percent are "actively disengaged," miserable, contentious and opposing whatever management proposes.
How can leaders fight the malaise and create a culture of employee engagement? Swindall says three kinds of leadership are essential to building engagement:
--Directional leadership builds consensus for change. Swindall covers how to identify and recruit support from the 26 percent of your employees who are truly engaged. Learn how to ready your organization for change, introduce change positively and back it up with data, let people know how they contribute to the organization, and communicate progress effectively.
--Motivational leadership finds what engages employees and uses it. Swindall looks at creating positive motivation instead of negative consequences; asking employees what motivates them; and celebrating small successes with quick rewards and daily celebrations. Work-life balance helps motivate workers as well.
--Organizational leadership puts a strong team in place to keep engagement alive, even if top leadership changes. Identify your talent needs, recruit and hire better, build bridges between generations at work, and empower employees by giving them real authority and full information.