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You Want Engagement? Then Start Being Clear!

You Want Engagement? Then Start Being Clear!

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      How to keep the wheels turning even when you aren’t looking…

      The Problem: you want your staff to go the extra mile. You want your team to take some risks. You want your employees to ‘get the big picture’ and do what it takes to make it happen. You want the wheels to stay on the bus even when you aren’t there.

      What you want is engagement. But no one’s buying. If you want something done you have to spell it out in detail, or just give up and get to that ugly “I’ll just do it myself” place of the defeated manager. You feel like every time you turn your back, the wheels come off the bus again. You’ve got zero engagement.

      Engagement was defined by John Gibbons (writing for the Conference Board) as “a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work”. Notice the line from emotional connection to greater discretionary effort.

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      Discretionary effort is the phrase that describes what every employer wants: for the employee to figure out what is needed for success in the bigger picture, and to do whatever is needed to get there – without anyone standing over their shoulder… Stuff just gets done.

      So how do you get your team to this place? What do we require to become fully engaged? In my experience, three things are needed: clarity, hope, and commitment.

      Clarity
      In his book The One Thing You Need to Know… Marcus Buckingham writes that the one thing you need to know about great leadership is “Discover what is universal, and capitalize on it.” Buckingham tells us that what is universally required of leadership is clarity. Specifically, an optimistic clarity about the future.

      We’ll work our hearts out for you (that’s discretionary engagement) if you can make us see with crystal clarity the great future we are all headed for.

      Leadership is the work of leaders. That means get out front and lead. You must see what others cannot yet see. You must see the future with an optimistic clarity that inspires others to follow. Leadership does not just require clarity; leadership is clarity.

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      If you can’t see the future more clearly and more optimistically than the rest of us, what makes you a leader?

      Hope
      If there is clarity about the future, then the next link in the chain is possible: hope.

      Hope, as I have defined it, has two components: an optimistic vision of the future, and the belief that we have what it takes to get there. As a leader your clarity of vision creates the precondition for that kind of hope. We must see where we are going, and we must believe it is a place worth getting to, before we decide to invest our blood, sweat, and tears to get there! The success of every great religious leader, every reformer, every leader of any expedition across any ocean or continent has been dependent on their clarity of just how much greener that grass over there is.

      When we can see that where we are headed is better than where we are now, clarity becomes hope.

      Great managers play a critical role in inspiring hopefulness in teams. With their defining work in understanding the strengths of every employee (Buckingham again), great managers help us understand exactly what our role is, and leverage our strengths in achieving the goals of the organization. Great managers support our contribution by constantly encouraging further growth where they know we are strong, and by giving us opportunities to use those strengths for the greater good.

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      Great managers act as match-makers between our strengths and the jobs that need to get done. The result, when all is right, is that powerful feeling of a team that is firing on all cylinders, and every member is clear about their role in the success of the overall project. And like so much in life, success builds more success: feeling like we are successful contributors to the greater good, and being part of a successful initiative, builds the confidence and hopefulness that leads to more success.

      When clarity and true hopefulness exist in an organization, the stage is set for the third component of total engagement: commitment.

      Commitment

      When our leaders give us clarity and hope about our futures and the future of the organization, the stage is set for us to make a commitment. Starting on a journey of change and growth requires clarity and hope. But there is no journey at all without commitment. Commitment is the action piece. It’s time to start walking. Commitment is, to paraphrase Nike Corp., ‘just doing it’.

      If organizational change sometimes feels like going over a cliff, then clarity is envisioning just how we will make the tricky descent, and hope is the confidence we will make it to the bottom in one piece. Commitment is taking the first step over the edge. Commitment is the point at which there is no turning back.

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      If clarity is the domain of leadership, and engendering hopefulness the domain of great managers, commitment is the responsibility of the whole team. Literally, if clarity and hopefulness are the call, commitment is the response. We are all going over the edge together, and my commitment as a team member is that I will take that first step with everyone else, and every required step after it, until we reach our goal.

      Now we have engagement.

      So you want complete engagement? Give us complete clarity. Don’t complain that you can’t get anyone involved/engaged/committed in your project, your vision, if you can’t help us see it. Do your job as a leader, or we will wander off somewhere else. Require that our managers provide the kind of intelligent feedback and empowerment that strengthens our confidence in ourselves and in the organization we work for, or we will falter and lose our commitment.

      Do you want your employees to tap into that mysterious ‘discretionary effort’ that means the wheels stay on the bus even when you are out of the building? Then make sure that you have done your part to be clear, and to connect our strengths with the task at hand. If you’ve really done your part, then you’ll get passionate engagement and everyone will take that first step towards extraordinary growth and change together, and then keep on walking!

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      The One Thing You Need to Close the Deal on Change If your business disappeared tomorrow… You Want Engagement? Then Start Being Clear! Are you Satisfied? Searching for a Shared Virtual Workspace?

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      Last Updated on October 13, 2020

      How to Get Promoted When You Feel Stuck in Your Current Position

      How to Get Promoted When You Feel Stuck in Your Current Position

      Have you been stuck in the same position for too long and don’t really know how to get promoted and advance your career?

      Feeling stuck could be caused by a variety of things:

      • Taking a job for the money
      • Staying with an employer that no longer aligns with your values
      • Realizing that you landed yourself in the wrong career
      • Not feeling valued or feeling underutilized
      • Taking a position without a full understanding of the role

      There are many other reasons why you may be feeling this way, but let’s focus instead on learning what to do now in order to get unstuck and get promoted

      One of the best ways to get promoted is by showing how you add value to your organization. Did you make money, save money, improve a process, or do some other amazing thing? How else might you demonstrate added value?

      Let’s dive right in to how to get promoted when you feel stuck in your current position.

      1. Be a Mentor

      When I supervised students, I used to warm them — tongue in cheek, of course — about getting really good at their job.

      “Be careful not to get too good at this, or you’ll never get to do anything else.”

      This was my way of pestering them to take on additional challenges or think outside the box, but there is definitely some truth in doing something so well that your manager doesn’t trust anyone else to do it.

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      This can get you stuck.

      Jo Miller of Be Leaderly shares this insight on when your boss thinks you’re too valuable in your current job:

      “Think back to a time when you really enjoyed your current role…You became known for doing your job so well that you built up some strong ‘personal brand’ equity, and people know you as the go-to-person for this particular job. That’s what we call ‘a good problem to have’: you did a really good job of building a positive perception about your suitability for the role, but you may have done ‘too’ good of a job!”[1]

      With this in mind, how do you prove to your employer that you can add value by being promoted?

      From Miller’s insight, she talks about building your personal brand and becoming known for doing a particular job well. So how can you link that work with a position or project that will earn you a promotion?

      Consider leveraging your strengths and skills.

      Let’s say that the project you do so well is hiring and training new entry-level employees. You have to post the job listing, read and review resumes, schedule interviews, make hiring decisions, and create the training schedules. These tasks require skills such as employee relations, onboarding, human resources software, performance management, teamwork, collaboration, customer service, and project management. That’s a serious amount of skills!

      Are there any team members who can perform these skills? Try delegating and training some of your staff or colleagues to learn your job. There are a number of reasons why this is a good idea:

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      1. Cross-training helps in any situation in the event that there’s an extended illness and the main performer of a certain task is out for a while.
      2. As a mentor to a supervisee or colleague, you empower them to increase their job skills.
      3. You are already beginning to demonstrate that added value to your employer by encouraging your team or peers to learn your job and creating team players.

      Now that you’ve trained others to do that work for which you have been so valued, you can see about re-requesting that promotion. Explain how you have saved the company money, encouraged employees to increase their skills, or reinvented that project of yours.

      2. Work on Your Mindset

      Another reason you may feel stuck in a position is explained through this quote:

      “If you feel stuck at a job you used to love, it’s normally you—not the job—who needs to change. The position you got hired for is probably the exact same one you have now. But if you start to dread the work routine, you’re going to focus on the negatives.”[2]

      In this situation, you should pursue a conversation with your supervisor and share your thoughts and feelings to help you learn how to get promoted. You can probably get some advice on how to rediscover the aspects of that job you enjoyed, and negotiate either some additional duties or a chance to move up.

      Don’t express frustration. Express a desire for more.

      Present your case and show your boss or supervisor that you want to be challenged, and you want to move up. You want more responsibility in order to continue moving the company forward. Focus on how you can do that with the skills you have and the positive mindset you’ve cultivated.

      3. Improve Your Soft Skills

      When was the last time you put focus and effort into upping your game with those soft skills? I’m talking about those seemingly intangible things that make you the experienced professional in your specific job skills[3].

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      Use soft skills when learning how to get promoted.

        According to research, improving soft skills can boost productivity and retention 12 percent and deliver a 250 percent return on investment based on higher productivity and retention[4]. Those are only some of the benefits for both you and your employer when you want to learn how to get promoted.

        You can hone these skills and increase your chances of promotion into a leadership role by taking courses or seminars.

        Furthermore, you don’t necessarily need to request funding from your supervisor. There are dozens of online courses being presented by entrepreneurs and authors about these very subjects. Udemy and Creative Live both feature online courses at very reasonable prices. And some come with completion certificates for your portfolio!

        Another way to improve your soft skills is by connecting with an employee at your organization who has a position similar to the one you want.

        Express your desire to move up in the organization, and ask to shadow that person or see if you can sit in on some of their meetings. Offer to take that individual out for coffee and ask what their secret is! Take copious notes, and then immerse yourself in the learning.

        The key here is not to copy your new mentor. Rather, you want to observe, learn, and then adapt according to your strengths.

        4. Develop Your Strategy

        Do you even know specifically why you want to learn how to get promoted? Do you see a future at this company? Do you have a one-year, five-year, or ten-year plan for your career path? How often do you consider your “why” and insure that it aligns with your “what”?

        Sit down and make an old-fashioned pro and con list.

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        Write down every positive aspect of your current job and then every negative one. Which list is longer? Are there any themes present?

        Look at your lists and choose the most exciting pros and the most frustrating cons. Do those two pros make the cons worth it? If you can’t answer that question with a “yes,” then getting promoted at your current organization may not be what you really want[5].

        The two most important days in your life are the day you are born and the day you find out why. —Mark Twain

        Here are some questions to ask yourself:

        • Why do you do what you do?
        • What thrills you about your current job role or career?
        • What does a great day look like?
        • What does success look and feel like beyond the paycheck?
        • How do you want to feel about your impact on the world when you retire?

        Define success to get promoted

          These questions would be great to reflect on in a journal or with your supervisor in your next one-on-one meeting. Or, bring it up with one of your work friends over coffee.

          Final Thoughts

          After considering all of these points and doing your best to learn how to get promoted, what you might find is that being stuck is your choice. Then, you can set yourself on the path of moving up where you are, or moving on to something different.

          Because sometimes the real promotion is finding your life’s purpose.

          More Tips on How to Get Promoted

          Featured photo credit: Razvan Chisu via unsplash.com

          Reference

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