The Manager’s Role in Engagement

Engaged employees enjoy their work, stay longer, and produce results.  They give organizations a competitive advantage because they support, believe in, and advance the company’s mission.

So, what does engagement look like?

 
Engaged employees give their best at work and continue to problem solve even when they are away from work. They seek insight and are fueled by personal passion.   Managers create a work environment where giving one’s best is not just expected, but is a natural, self-perpetuating practice.   The more closely a manager works with the team, the more engagement is influenced.
 
Do you want an engaged team of contributors?  How do we create an environment where engagement lives and thrives?

Below are five keys to building an engaged team.

Engaging managers have a knack for creating open lanes of communication.  They make it comfortable to communicate.  Communication is the flow of information and feedback between managers and direct reports as well as among peers on the team.  Managers who are adept at communication foster a transparent, open, and honest team atmosphere. They set the example and are able to admit mistakes, ask for clarity, and freely offer praise and coaching.  Because of this, all members further develop their listening skills and understand that communication is not one way.
 

Collaboration is teamwork in action.  Managers who promote collaboration exude trust and build relationships with and between all team members.  They clarify roles and encourage cooperation toward achieving a common goal.  In this environment, team members freely share knowledge and insight with each other.  Team members are in a partnership with each other and strive to reach the best possible solution together.
 

Accountability is shared among members of engaged teams. Mutual accountability flows between team members and their manager.  Too often, accountability on less effective teams flows only downhill from the manager, undermining team cohesiveness.  Engaged teams understand that each team member is accountable for the effectiveness of the team. Strong teams are comfortable pointing out deficiencies because it improves the team and moves it past blind spots.
 

Yes, there is some conflict.  Teams must disagree to reach better solutions.  Healthy conflict is about issues and best solutions;  it does not include personal attacks.  Managers must foster trusting relationships and help the team understand that without some disagreement, teams cannot use their best communication or collaboration skills to solve a problem.
 

Goals developed using all the skills above are an important team effort.  The manager is essential in this process since he or she should have a good understanding of how the team fits into the larger organizational goals.  The team must participate in this process to instill commitment and buy-in.  The goals should be measurable and specific, complete with action steps assigned and adapted to team members.   To be most effective, these goals must be revisited and regularly refined with determination and mutual accountability to create follow-through.

Engaged managers can produce engaged employees.

 
Put these keys into action, and over time you will see employees rise to your expectations and give even more effort. You can build an engaged team!