As I finished writing about MBWA I thought about the positive implications towards driving Employee Engagement. Employee Engagement as defined by the Corporate Leadership Council in their 2004 study, “Driving Performance and Retention Through Employee Engagement” as “the extent to which employees commit to something or someone in their organization, how hard they work, and how long they stay as a result of that commitment.”
Three key indicators of Employee Engagement is how your employees respond to these statements. First, my manager cares about me as a person. Second, my boss shares important information about the organization with me. Third, I have the tools and knowledge to complete my job to the best of my ability. If your employees "strongly agree" with these statements then they are Engaged in their work.
As a manager it is your responsibility to lead employees towards meeting the objectives of the organization. You are their biggest influencer and a cheerleader for the vision and mission of the organization. Your leadership style and MBWA will have an impact on Employee Engagement. What is your leadership style?
What is your organization’s competitive advantage?
Competitive Advantage as defined by the Institute of Certified Professional Managers is the ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than they do.
Your organization’s competitive advantage can be placed into one of four categories: efficiency, innovation, quality, and responsiveness to customers. You can look at each one of these competitive advantages but Competitive Responsiveness is the greatest competitive advantage. Without customers your organization will cease to exist.
Empowering your employees to do what is necessary to respond to a customer’s needs can also improve the efficiency of the organization.
Are your employees engaged and empowered to do what is necessary to respond to your customer’s needs?