In the article “Leadership Strategy,” Brent Gleeson gives an overview regarding ways corporate management should engage employees for better performance. Gleeson is an entrepreneur, Navy veteran, motivational speaker, and currently the acting founder of TakingPoint program. He supports the relevance of the hypothesis by claiming that engagement has remained a hot topic of discussion in the last two decades due to new generations joining the corporate life. For any company to excel, workers must be emotionally attached to their responsibilities, which automatically increase their efforts in job function. It makes them feel part of corporate ownership, and every decision is made with a lot of concern and hope for quality service. According to Gleason, only 53 per cent of companies take initiatives to measure their worker’s engagement. This has proved beneficial in that out of the figure indicated, the majority of the organizations perform excellently. In the same study, it was noted that most of the failed ventures were never concerned with worker’s endeavors.
Although Gleason highly recognizes employee engagement, he creates a room for readers to develop assumptions in the course of study. He states that some companies don’t engage their workers, an act signifying some challenges facing the leadership strategy. First and foremost, the strategy could be expensive, time-consuming, and very engaging. People have different intrinsic and extrinsic motivation forces that drive their productivity level. Some are motivated by money whereas the prospect of promotions pushes others. There could be a mismatch or contradictions where individuals demanding promotions are not fit, or income inflow is constant and the company cannot meet their salary increase demand. Ultimately, this slows down employee engagement. Besides, Gleason makes the reader come up with assumptions associated with employee engagement since it is not detailed. A dilemma is imposed on probable benefits of worker’s participation such as customer satisfaction and boosting productivity.
The article findings is that engagement is improved by ensuring that managers and leaders have resources at their disposal as it provides continuous improvement and learning. This might include videos, book club, webinars, and white papers. Besides, they should be encouraged to act on data and feedback. Employing surveys and doing nothing to the results shows satisfaction with poor engagement and present results. Another strategy to ensure employee engagement is through culture improvement and management, which is accomplished through transformation techniques though not an easy task. Culture change is time-consuming and can only be achieved by a shift of structure and procedure to align with results. Companies that make culture a priority are associated with high engagement.
Without a doubt, employee engagement affects supervision by making it more effective. Supervisors are not expected to micromanage or appear controlling to people’s work as it is likely to cause disengagement. Instead, the supervision should be more of facilitative and participative, which will ultimately empower workers rather than bogging them. Also, the supervising should be more of coaching than whispering. Initiating employee personal interactions is out-dated and makes them feel monitored. It should be replaced by coaching, which entails speech and transcriptions.
In conclusion, it is vivid from that employee engagement is crucial in that it increases customer satisfaction as well as raise production. Participation can be improved by placing resources at disposal for corporate managers or leaders as well as initiating actions on survey data and feedback.
Gleeson, B. (2018). Leadership Strategy. Forbes Media LLC.