In de reeks van The Art of Engagement verschenen al ‘Wat betekent engagement voor jou?’ en ‘Waardoor raak jij gedisengageerd?’. In dit artikel geeft Jim Haudan ons 6 sleutels. Deze actiegerichte sleutels dienen om tot de kern van engagement te komen, de kloof tussen mensen en mogelijkheden kleiner te maken en het engagement van medewerkers te versterken zodat organisatiedoelstellingen kunnen worden behaald. Dus wat zijn de 6 sleutels?
De 6 sleutels tot de kern van engagement
#1 connecting through images and stories
- Every business has stories to tell. What are the strategic business stories that could add meaning to your lifeless facts and figures?
- Consider all the business systems you interact with. Which systems is least understood? How could a picture of that system help everyone to understand how it works?
- What metaphor best describes your overall marketplace? How would visual representation – or at least just a visual description – of this metaphor engage your people in the emotion and drama of your business?
- Consider a strategy, initiative or just an objective that is not crisply understood by the people in your business. What is it? Could a story or images drive clarity?
#2 creating pictures together
- Think of your best napkin sketch experience, wheter you were the artist or were asked to review someone’s else’s drawings. What drew you into the conversation? How dit the napkin sketch help?
- In the fable about the blind men and the elephant, the pieces that each one touched were determined to be the whole thing. Are you currently facing a problem like this? What picture could be drawn to reveal the entire elephant?
- In engaging others in the stories of the business, how much time do you spend just trying to be sure you’re all talking about the same thing? How much time do you spend trying to understand others perspectives? Could visual iteration redirect some of this time to the search for a better solution?
- Visual iteration, like a good napkin sketch, has the potential to launch new strategy, new product, a new way to go to market, or a new plan to organize for succes. How could you use napkin sketching to evoke simplicity, ownership and thinking big?
- What is one challenge in your business that people may not be seeing in the same way or thinking about with the same meaning? Could you leverage the restaurant example by talking pictures, posting them on the wall and as a team choosing the image that best represents the outcome your trying to create?
- Now, experiment by actually drawing a napkin sketch of your marketplace. Think about your business and the forces in the external marketplace. Determine the top 5 markplace forces or stories that will most affect your business in the future. Grab a paper napkin and using arrows, stick figures, and shapes sketch the drama or big picture of your marketplace. You can make this sketch very simple: just to be sure that it draws attention to the areas you want to emphasize. Then, find a colleague or two and explain the sketch to them. Ask them if they have any questions. Based on those questions and comments, edit or redraw your napkin sketch together. After you’re done, consider what you learned. How can you use this simple sketch to help people understand the reasons why need to change and the importance of succesfully implementing your strategy?
#3 Believing in Leaders
Think about the challenges and realities facing your organization. Draw an elephant on a napkin to discuss the undiscussables and let them add words to the drawing. Here are some questions you might ask when your team is looking at your napkin sketch.
- What gets discussed at our water cooler?
- What images or quotes would you add?
- Does this sketch of reality impact our business? If so, how?
- Which images or quotes are most relevant to you?
- How have we contributed to this picture?
- How have we benefited from this picture?
- Why are we perpetuating this picture?
- How likely are we to succeed if we don’t change this picture?
- Considering all the realities in the sketch, what would you title this picture?
- How should the picture change to make sure we’re successful in engaging people on the truth of our current reality?
#4 Owning the solution
- What puzzles of your business do you think your people are most interested in solving for themselves? Have you asked them?
- In which areas of the business have you tried to show people the answer key and then been frustrated when they didn’t show any interest?
- Where are you still telling and selling and thus preventing people from engaging in actively solving business puzzles?
- What are the current business puzzles that you’re trying to solve? How could you effectively present your people with the same questions you’ve wrestled with so that they can make the answers their own and take the necessary actions also on their own (or even find answers that are better than yours)?
- How could you use the Steps of Discovery (curiosity, data stories, system analysis, new pictures and practice) to engage your people to better execute your business strategy?
#5 Playing the entire game
- What kind of maps have helped you navigate an important journey in your life? How did the map help? What would it have been like without the map? As a result of using the map, how much do you remember about the journey?
- Have you ever used a map of any kind with other people? What was your conversation like? What could you figure out together that you might not have figured out alone? Once you chose your course, what was the level of shared buy-in?
- Where in your business is a component of your strategy or a business system unclear or not effecitively translated into ownership and excecution with your people? Could the concept of a Learning Map module help in the translation process? If so, how?
- Without the help of an artist or fancy graphics, consider building a learning map on your own using stick figure drawings, critical questions and a few important charts. How could arranging all these on a table and bringing a small group together for dialogue help people execute the imperatives of your business strategy?
- Why do you think anyone would go through all the effort to orchestrate a Learning Map experience when it’s so much easier to just explain the conclusion? Where have you done it either way? And what results did you get?
#6 Practicing before performing
- If your people are afraid, they can’t be engaged. Think of a time when you have felt that it was safe to fail and how engaged you were in learning from that failure in order to get better. What was it in this example that really made an impression on you?
- Where are you people’s timidity and tentativeness holding back your performance? How could practice or simulation create greater engagement and results?
- Consider the 3 benefits of practice and simulation on engagement – expanding critical thinking, building self- and manger-trust, and establishing ongoing practice feedback routines. Which of these would be most helpful to you in engaging your people? Would your people agree? How would you ask them?
- What performance metrics would you improve the most by establishing more opportunities for people to practice before they perform? How could you do it?
- Here are some things you might say to help engage your people in practicing before they perform:
- That didn’t quite work – what did you learn?
- Why do you think it didn’t work?
- What should you try next?
- How is that different from what you did?
- How might it be better for the customer?
- How can I support your practice?
- Consider the areas where the greatest change of behavior is necessary to execture your strategy. Think of the risks your people need to take to embrace these changes. How could you create a simulator to help them practice before they’re asked to perform? You might try asking a sales manager to role-play with a salesperson on the top three customer objections that arise.
In welke mate leven de 6 sleutels? Wat doe jij binnen jouw organisatie met de 6 sleutels? Welke vragen stel jij als HR professionals regelmatig? Laat je reactie na in de comments. Ook aanvullende actiegerichte vragen zijn welkom!
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