Leadership Impact On Employee Engagement

Is your leadership's management philosophy stuck in the 1960s? Let's redefine it: Leadership by Being Engaged. The concept of "management by walking around" came from Bill Hewlett and Dave Packard (HP founders) in the 1960s, popularized by Tom Peters in 1982, and gets used today to describe what's missing in #remote work. "The expected benefit: by random sampling of events or employee discussions, managers are more likely to facilitate improvements to the morale, sense of purpose, productivity and and quality... compared to remaining in a specific office area, or the delivery of status reports." The literal concept doesn't work if your managers have people who are working in multiple locations, now the majority case. 60 to 80% of all "enterprise" company managers now have #distributed teams. 100% of Fortune 500 Execs have teams that are #distributed today, according to Atlassian (kudos Molly Sands, PhD). #RTO mandates rooted in this philosophy are trying to return to a world that no longer exists. Leaders need a both/and approach. Get employees together to jump-start #belonging, and build better #culture and #performance by being involved in the digital #collaboration tools that your teams use every day. Let's redefine a philosophy rooted in co-location into one for the #digital age. Four starting points for leaders looking to get digitally engaged: 🔸 Increase transparency. Internal transparency around clear goals and realistic progress against them drives focus on outcomes, and builds trust. 🔸 Get engaged in the work. Execs need to stop saying "Teams/Slack etc are for the kids; you'll find me in email" and get into the tools people use every day to work through account issues, project updates, and problem solving. 🔸 Participate in digital communities. Social forums at work build belonging. That cuts across everything from an Abilities ERG to Sneakerheads. Finding community at work boosts retention; even leaders need to find that. 🔸 Get a reverse mentor. Being available and engaged digitally can feel foreign as a leader, and initially scary to a team. Find a digital native in your organization who can coach you! What's your take? Retire the phrase, or revive an important concept?

The # 1 investment you can make in your culture: 📣 GIVE YOUR PEOPLE A VOICE. Hiring more people won't fix your culture problems. Understanding why people leave will. It's a big investment we're making. Why? Our employee engagement dropped 4% this year at The Alliance. 🧵 The data for you (in full transparency) - We had 84% participation (335 comments) - 73% overall engagement (down from 77%) - Leadership visibility down 6% - Recognition dropped 4% What I'm taking away from it (And how we're investing to fix it) As we've grown from 70 to 120+ people, what worked at our early stage isn't working at scale. The same frameworks that drove our initial success need to be revamped for our new phase of growth. 📌 Example for you: Our progression framework was brilliant when we were 20 people. Everyone understood it, it was simple, it worked. But at 120 people? I’m not sure. Because a one size fits-all approach doesn't work when you have specialized teams with distinct needs. What motivates a product marketer isn't the same as what drives someone in RevOps. The real problem isn't the framework itself though... It's that we didn't evolve it as we scaled. This pattern repeated across other areas: - Communication cadence that worked for 3 teams doesn't scale to 15 - Decision-making processes that were agile became bottlenecks - Cross-functional collaboration that happened naturally now needs structure So here's what we're doing 👇 1. Restructuring into focused business lines vs functional silos 2. Implementing new leadership visibility programs (including AMAs with senior leadership) 3. Quarterly pulse checks with action plans 4. Enhanced OKR & KPI visibility across teams Most importantly? We're listening differently. And taking action on what our people say. That's how you build a winning culture. It's an ongoing dialogue. Not a one way street. 👋 P.S. Tag a leader who gets this!

Honesty and directness are two of the most valuable traits in any workplace, yet I feel we are losing them...or losing the skill behind them. While many people are avoiding directness for fear of causing discomfort, others dive into “telling it like it is” without the tact and empathy that make honest feedback constructive. Somewhere along the line, these important qualities got tangled up with conflict or insensitivity, making many people shy away from direct feedback or honest opinions. It's important to recognize that: 💡 People often seek reassurance or pity, but what they often need most is honesty and directness. ⚠️ And if we don't recognize this and we lose honesty and directness, we lose the foundation for trust and growth. ⚡ Empathy and kindness are crucial at work, but they shouldn’t come at the expense of clarity and truth. We need to show people we value them by delivering the truth with empathy and respect. When we do this, we also impact efficiency. Instead of tiptoeing around issues, we can address them, find solutions, and move forward. Problems that might have lingered for months can be addressed in a single, honest conversation. There is no need to choose between being direct and being empathetic! It’s about combining the two thoughtfully. ✔️ Take a moment to notice your own emotion and consider how your words and tone will be received ✔️ Be conscious of tact, timing and empathy ✔️ Be specific and constructive..."I've noticed (specific issue) and I'd like to chat about what we can do about it" ✔️ Focus on the issue not the person ✔️ Encourage people to give YOU constructive feedback...and highlight that it goes both ways ✔️ Stick to facts, not opinions. And be clear on the impact before seeking solutions. Change starts with LEADERS! Research from Edelman’s Trust Barometer shows that transparency and honesty are top drivers of trust in leadership, with 84% of respondents saying that open and honest communication from leaders builds trust. We are all leaders in some respect so we can all ask ourselves...am I being direct and honest enough with the people around me? The people I care about? ❓ What are your thoughts on the topic ❓ How can leaders strike the right balance between honesty and empathy to build a culture of trust ❓ What’s one approach that’s worked well for you ❓ Leave your comments below 🙏 #trust #respect #openness #honesty #leadership #teamwork

Your stomach drops. Slack is on fire. This isn’t just a crisis—it’s the moment that makes you. Handling high-stakes moments isn’t a bonus skill. It’s 𝘵𝘩𝘦 leadership skill. Here’s what separates those who bounce back stronger from those who don’t: 1. Own the outcome → Use active language: “We deployed a change that caused the outage,” not “The system failed.” → Show up. Be visible. → Skip the explanations initially — lead with acknowledgment → Own the full impact, not just your part → Roll up your sleeves alongside the team → Ask “How can I help?” — not just “When will it be fixed?” 2. You’re communicating even when you’re not → Send regular updates, even if there’s little new info → Set clear expectations for the next update (and meet them) → Differentiate clearly between what you know and don’t → Be transparent about severity and impact 3. Don't let a good crisis go to waste → Document lessons while the experience is fresh → Share learnings beyond your immediate team → Turn insights into system improvements → Use the crisis to upgrade your playbooks These actions build something more valuable than a crisis-free record: Unshakable trust. Teams trust the leaders who show up. Stakeholders remember the ones who stay steady under pressure. Your toughest moments are your biggest opportunities for leadership growth. What’s one crisis that changed how you lead?

Like a medical diagnosis, criticism in the workplace serves to pinpoint problems, inefficiencies, or shortcomings. It highlights areas that require attention, whether in individual performance, team dynamics, or organizational processes. However, criticism that stops at identification, without providing a roadmap for improvement, is incomplete. It can lead to frustration, demotivation, and a sense of aimlessness, akin to a patient knowing their ailment but having no means to cure it. The transition from merely diagnosing to offering a treatment plan in the business context involves providing actionable feedback. This step requires skill, empathy, and a deep understanding of the individual or the situation at hand. Actionable feedback is specific, achievable, and relevant. It not only points out the area of concern but also offers practical steps, resources, or guidance on how to rectify the issue. This approach transforms criticism from a potentially negative interaction into a constructive and empowering one. Incorporating actionable plans into criticism yields multiple benefits. For employees, it provides a clear path to improvement and facilitates growth. For teams, it encourages a culture of continuous improvement, collaboration, and open communication. And for organizations, it leads to improved results and a competitive edge. Implementing this approach is not without its challenges. It requires a culture that values open communication and continuous learning. Leaders and managers must be trained to provide balanced feedback that is both honest and constructive. Additionally, there must be an understanding that the 'treatment plan' might require adjustments and flexibility, as every professional scenario is unique. The takeaways ... [1] When offering criticism, accompany it with a specific, measurable action plan. For instance, if an employee's performance is lacking in a certain area, don't just highlight the problem; provide clear, achievable goals and a timeline for improvement. Offer resources, if needed. [2] Constructive criticism should not be a one-way street. Encourage employees to engage in the feedback process actively. This can be achieved by asking them for their input on potential solutions or improvements. Such an approach not only empowers the employees but also builds a culture of mutual respect and collaborative problem-solving. [3] Criticism and action plans are not a 'set it and forget it' scenario. Regular follow-ups are crucial to ensure that the action plan is being implemented and to assess its effectiveness. [4] Recognizing and acknowledging progress is equally important, as it reinforces positive behavior and outcomes, leading to sustained improvement and development. ✅ Share this to your network ✅ Follow me on LinkedIn for expert insights ★ DM me for a conversation to learn how we can help you grow & succeed #business #people #leadership #management #growth #success #feedback #communication

💡 Inclusion is a performance system. Being included in the room is not the same as being included in the work. Someone can attend every meeting, receive every update, and still recognize that their perspective is not truly needed to shape the outcome. The better question is not simply: Does each person know how they add value? It is: Have we created a way for their perspective, experience, and judgment to influence the work? When people see that their contribution can change a decision, improve an approach, surface a risk, or solve a problem, they participate differently. They take greater ownership. They connect their work more clearly to the larger goal. They are more willing to offer an idea, challenge an assumption, or step forward when something needs attention. But that level of contribution does not happen automatically. Leaders create it by setting clear expectations, seeking out different perspectives, making meaningful opportunities available, and showing that useful input will be considered and applied. Inclusion is not only about giving people access to the room. It is about building a system that brings more of the team’s thinking into the work. And when more relevant thinking shapes the work, the organization performs better.

Delivering constructive feedback is part of leadership. The goal isn’t to avoid these conversations, but to approach them with the mindset of driving results and encouraging behavior change. The challenge is that feedback often means delivering a message you know the other person may resist. That’s why it’s not just about what you say, but how you say it, because if the person becomes defensive, the message won’t land. In my experience leading teams, this is how leaders can have conversations that drive results while still making their people feel supported and motivated: 1️⃣Put yourself in their shoes. If your performance was holding you back, you’d want to know. But you’d also want to be told in a way that respected your effort and potential. That’s the perspective leaders need to take. 2️⃣Start with appreciation. Anchor the conversation in value. Recognize what the person is doing well, then connect feedback to how they can have an even greater impact. This shows you’re investing in them, not criticizing them. 3️⃣Frame your words carefully. Framing makes all the difference. If you accuse, people defend. If you share perceptions—“This is how it’s being received”—you open space for dialogue. That’s when people feel safe to explain their intent and work with you on solutions. The real goal is for them to know you’re on their side. You’re having the conversation because you see their value and want to help them be their best. When leaders approach difficult conversations with the intent to support, invest, and help their people grow, those conversations stop being difficult. They become constructive. 📌How do you approach constructive feedback?

Before asking, "How do I fix the team?" ask, "How am I contributing to what's happening?" In a coaching session this morning, a senior executive expressed frustration about their team's lack of initiative. "They just won't step up," they said, already brainstorming ways to "fix" the team. Then we paused to ask a different question: "How might I be contributing to what I'm seeing?" The shift was immediate and powerful. As we dug deeper, several key patterns emerged: The questions we ask: When team members raised concerns, the leader's go-to response was, "What's your solution?" While it seemed empowering, it actually shut down early-stage thinking. People stopped bringing up issues unless they had perfect answers. The space we create: Their calendar was so packed that "quick catchups" replaced real conversations. Team members had nowhere to explore half-formed ideas or voice emerging concerns. The presence we bring: Stress about deadlines was manifesting as impatience. Every interaction felt rushed, which the team interpreted as dismissiveness. As a result, they became hesitant to contribute. The stories we believe: A fixed belief – "My team should be more independent" – was creating dependency. Team members feared looking uncertain or asking for help. By the end of our session, the leader had a profound insight: Team behavior isn't created in a vacuum – it adapts to the environment we foster. True transformation begins when we shift from "fixing the team" to adjusting our own: Questions: From "What's your solution?" to "Tell me more about what you're seeing." Space: From rushed catchups to dedicated time for deeper conversations. Presence: From impatience to managing their own state and bringing genuine curiosity. Stories: From "They should know better" to "We’re all learning." Within weeks, the team started showing up differently – not because they’d been "fixed," but because the leader created the space for them to be their best selves. Leadership truth: What we see in others is often a reflection of what we're creating. What patterns might you be reinforcing in your team? #LeadershipGrowth #PersonalDevelopment

The company had to deal with an issue of 53% turnover, which, apart from being high in number, was reproducing an unsupportable situation for our growth and reputation. My mandate was simple: reduce the #turnover rate to a workable 12-15% within two years. The first thing was to know the original motive behind this #HighTurnover ratio, for which an in-depth investigation had to be made: I conducted #ExitInterviews, #EmployeeSurveys, and #FocusGroups. The response was no less than shocking. I knew we had to act with much speed. I zeroed in on some immediate, limited steps that would help start to make a difference in the following areas: #CareerDevelopment: Clearly defined career paths were introduced along with a mentoring program that showed employees their futures in the company. The move was right considering the perceived lack of growth opportunities. #WorkLifeBalance: To address the issue of burnout, I instituted flexible work arrangements through remote working and adjusting schedules. This was, especially, an important change, considering that most of our projects were in various remote locations. #EmployeeEngagement: We initiated town halls regularly and enhanced internal communications as a way of building community and companywide transparency. These were not easy first steps. That was not easy to sell to senior management. Skeptical people resented the idea of changing this company's culture and practices. Besides, having a poor budget means I could only invest in initiatives that would bring about immediate benefits and efficiency. As the second year progressed, I began to implement more strategic changes: #CompensationAlignment: This again involved working with the finance department to conduct a market study and make thorough changes to our compensations. The salaries were aligned with more competitive rates, and performance-linked incentives were granted. This meant convincing the board to approve a higher budget, which wasn't easy, but I argued hard for the long-term benefits. #BuildingCulture: I spearheaded defining a new definition for what core values looked like, and began a leadership development program that would challenge the managers to help prepare managers to support their teams at an appropriate level. It was hard to establish one culture at the different locations, but it would be key to any permanent change. Within two years, our rate of turnover dropped to 14%, and changes made ended up in satisfaction and engagement. This was a not-so-easy journey; many hurdles came along our way. But with the beginning and end of it all being our people, we succeeded in becoming more cohesive and motivated than we have ever imagined through the continuous adjustment of strategies based on feedback. #HRLeadership #WorkplaceCulture #CareerDevelopment #HRStrategy #CHRO #WorkLifeBalance #CompanyCulture #EmployeeWellbeing #HRTransformation #HRSuccessStory #ChangeManagement #PeopleFirst

As a former management professor and now executive coach and leadership developer, I have been teaching performance management and helping managers do a better job of helping employees perform for years. Because my approach is centered on leaders seeing themselves as developers of people and leveraging the skills of coaching, communication, expectation setting, listening, and feedback, I've always been a reluctant endorser of performance improvement plans (PIPs). In most organizations, when an employee is put on a PIP, it paves the way for separating employee from employer. Managers think that PIPs are a tool for accountability. And who can argue against the value of accountability? Sadly, however, being placed on a PIP more often than not saps employee motivation and engagement. Instead of being a shot in the arm, it feels like a terminal diagnosis. That's why I was thrilled to see Liane Davey's article, "When a Performance Improvement Plan Could Help Your Employee." It lays out the conditions and the manager actions and mindset needed to effectively use a PIP to improve employee performance. Use this checklist to determine whether a performance improvement plan (PIP) is the right path forward. Keep in mind that a PIP should be a collaborative effort, not a punishment.   ✔ Is there a clear path to improvement? A PIP should only be used if you believe improvement is possible, and you're ready to support the employee’s growth.   ✔ Have you engaged in routine performance management and regular check-ins? Ensure you’ve consistently provided feedback, clear goals, and coaching. PIPs are a last resort, not the first step.   ✔ Have you provided adequate resources and guidance? Identify any external factors impacting performance, like unclear expectations or lack of resources, and resolve these first.   ✔ Are you considering extenuating circumstances that could be affecting them? Take your employee’s personal or health issues into account. If these contribute to underperformance, consider offering support rather than a PIP.   ✔ Have you enlisted third-party input? Consult HR for objectivity and to confirm if a PIP is appropriate. https://lnkd.in/ekfZWeVS #PerformanceManagement #Leadership