The Enemy of Engagement
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In 'The Enemy of Engagement,' authors Mark Royal and Tom Agnew identify workplace frustration as a significant barrier to employee engagement and outline methods for managers to enhance employee enablement. The book emphasizes the importance of optimized roles and supportive environments in fostering high performance, detailing six key factors that contribute to enablement. Managers are encouraged to diagnose and address frustration by actively listening to employees and promoting an environment where they can perform at their best.
The Enemy of Engagement
- 2. THE ENEMY OF ENGAGEMENT Put an End to Workplace Frustration – and Get the Most from Your Employees AUTHORS: Mark Royal and Tom Agnew PUBLISHER: AMACOM DATE OF PUBLICATION: 2012 230 pages
- 3. FEATURES OF THE BOOK In The Enemy of Engagement, Mark Royal and Tom Agnew define workplace frustration, explain how to diagnose it, and describe how managers can reduce frustration in their teams through employee enablement. Key points are highlighted in callout boxes and some chapters include a “deeper dive” into important concepts.
- 4. THE BIG IDEA In The Enemy of Engagement , Mark Royal and Tom Agnew define workplace frustration, describe how to identify its root causes, and discuss how to promote higher levels of employee enablement as a way to improve performance.
- 5. INTRODUCTION In today’s business world, organizations are constantly challenged to “ do more with less .” Companies must determine how to translate employee motivation into better performance at the individual, team, and organization-wide levels. Research conducted seven years ago by Mark Royal and Tom Agnew at Hay Group revealed that workplace barriers are a major but often overlooked threat to employee engagement. The resulting frustration decreases employee engagement.
- 6. THE SILENT KILLER CALLED FRUSTRATION The authors describe three responses to workplace frustration: A breakthrough . Some employees discover ways to overcome obstacles. They use positive problem solving techniques to deal with their frustration. A breakdown . Some employees conclude that it is not worth their time to give their best effort. As a result, they give up trying. A clean break . Some employees decide to look for another job. This response is common among high potential employees.
- 7. ENABLING HIGH PERFORMANCE LEVELS FROM ENGAGED EMPLOYEES The term “employee enablement” is defined as the ability of engaged employees and teams to make maximum contributions. The authors describe the two components that make up employee enablement: Optimized roles . This means that workers’ skills and abilities are put to good use, through alignment of the employees with their positions. Supportive environment . In a supportive environment, work arrangements are structured in a way that contributes to employee productivity.
- 8. UNDERSTANDING ENABLEMENT Royal and Agnew discuss six factors that promote high levels of role optimization, as well as a supportive work environment: performance management, authority and empowerment, resources, training, collaboration, and work, structure, and processes. 1. Performance Management . With regard to performance management, leaders must specify clearly for employees what needs to be accomplished, set challenging but attainable performance standards, and provide ongoing feedback about employees’ progress toward those goals.
- 9. UNDERSTANDING ENABLEMENT 2. Authority and Empowerment . Managers must give employees both the authority and decision-making responsibility required to do their jobs. Employees should have input about how their work is structured and they should be encouraged to develop new ways of doing things. 3. Resources . Leaders must provide employees with the resources they need to complete their jobs. All necessary information must be available and up-to-date. In addition, adequate staffing levels should be maintained. As the organization changes, job designs and workloads must be reviewed.
- 10. UNDERSTANDING ENABLEMENT 4. Training . Before employees can be expected to perform to their full potential, they must be fully trained. Managers should guarantee that employee skills keep pace with changing job requirements. This means providing training opportunities so employees can expand their current skill set. 5. Collaboration . Managers must strive to facilitate strong cooperation and teamwork within their groups. They should also cultivate relationships with other functional areas that the group is connected with.
- 11. UNDERSTANDING ENABLEMENT 6. Work, Structure, and Processes . The work processes within each unit should be structured and organized in ways that ensure optimal efficiency. Decision making accountabilities should be coordinated with other functional areas. This will improve cross-unit operating effectiveness. Managers must also continually seek new technologies and creative approaches that will improve the effectiveness of operations.
- 12. DIAGNOSING ENABLEMENT ISSUES AND PRESCRIBING SOLUTIONS To be a successful organizational change agent, managers must overcome three barriers: 1. Failure to ask . Managers are in the unique position where they can ask employees directly about what is frustrating them.
- 13. DIAGNOSING ENABLEMENT ISSUES AND PRESCRIBING SOLUTIONS 2. Inability to hear. By listening carefully during discussions, managers can create a space where employees feel safe when describing the reasons why they are frustrated. 3. Reluctance to know . When managers understand the root causes of employee frustration, they can help senior leaders recognize the business reasons why change is necessary and beneficial.
- 14. DIAGNOSING ENABLEMENT ISSUES AND PRESCRIBING SOLUTIONS When managers have an enablement perspective, the directive to “ do more with less ” has different implications. With an enablement view, the focus shifts to allowing motivated employees to perform at their best. When managers and leaders allow this to happen, organizations stop leaving untapped employee performance on the table.
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