"Low Hanging Fruit" Is Rotten
When leaders receive employee survey results, why is their next step always to “go for the low hanging fruit?”
It’s a simple, but obnoxious, reason.
They do it because it’s easy. And culture change is hard.
They do the easy thing (make quick, superficial changes), while convincing themselves that they’re doing the hard thing (culture change).
They’re practicing the art of self-deception.
But the workforce isn’t deceived. They see the gimmicks for what they are.
If it builds the organization’s momentum for bigger change, then “going for the low hanging fruit” could be the smart choice. But all too often, leaders make a few cursory changes (sometimes costly ones!) and then declare victory. Game over.
They forget why they launched the survey in the first place: to increase engagement among the workforce.
Engagement is an output of culture, not something determined by a series of gimmicks.
Stop…Don’t Start
Instead of starting new programs that risk coming across as “leadership stunts,” ask deeper questions and consider what you should stop doing.
What would “high engagement” look like HERE?
Engagement is just a buzz word until you take the step to define it in the context of your organization.
How would the mission be furthered by higher engagement?
The mission gets accomplished because of the people working towards it, day in and day out.
How might “high engagement” conflict with our corporate values?
Values that engage one group of employees might actively disengage others.
Which systems entrench the “low engagement” status quo?
At its simplest, culture is defined as “how we get things done.”
Then Start Anew
Once you’ve aligned your definition of “high engagement” with the needs and challenges of the organization, take these four steps:
Set more ambitious goals…goals that could only be achieved with a more engaged workforce. Measure the results. Compare actual to ideal, and then evaluate the engagement markers you identified when you defined “high engagement” at the outset.
If your team’s engagement doesn’t improve, look in the mirror. You are the tool that needs to be sharpened. Leaders are made, not born. Invest in developing your ability to engage your team.
Ask your team to be part of the solution. Seek their help in identifying systems that stifle engagement and designing systems that support higher engagement.
To truly drive engagement (and alignment, and confidence, and capacity, and….), coach your team to set, achieve, and learn from their ambitious goals.
My friend, Jeff Webb, challenged me many years ago to define the word “engagement” or to change the term altogether. It was a valuable reality check.
How would YOU define it, or what word would you use instead?
Best wishes on engaging your team in the use of their limitless potential!