We often get asked by smaller companies ‘At what point should we start measuring employee engagement?’ Our answer – you are never too small time, but how you measure employee engagement may change as you grow.
In smaller businesses engaging people is often easier. You generally know everyone by name, you know how they are and its’ relatively simple to understand what’s impacting how they feel about working for you. Why? Because you have plenty of opportunity to get amongst people, talk to them about your plans, ask their opinions, see how they are feeling and get their feedback.
We all know lots of ‘stuff’, whether we’ve gleaned it through formal training, our experiences, articles and books etc.… Most of us get this ‘stuff’ intellectually and understand how to do it and why we should do it, but how many of us are following through? Are you and your managers doing all the good things we know we should be doing to be an engaging manager?
What makes the difference between being a good manager and being an engaging manager?
I believe one important factor is in the way engaging managers communicate. Storytelling is one of the simplest but often overlooked ways to increase team engagement. The question is how do we improve our natural ability to tell stories? For some it seems as natural as butter on toast or reading a story but for many of us it’s an area we struggle with.
For years I’ve been following the philosophy ‘Don’t sweat the small stuff’ but I’m beginning to question whether that’s such a wise idea, after all in my experience it’s often the small stuff that makes the biggest difference to how engaged people feel at work.
If only it were the big things, it might be easier for us to improve engagement on a grand scale, but in our view engagement is so difficult to change because it's often all the little day to day behaviours that make the biggest impact. Let me tell you a quick story...