Tag "Employee Engagement"

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How to Get 5 Times the Employee Engagement You Have Now

Digital transformation leaders are called to lead the process of digital transformation in their organizations, leading those organizations into the digital age as they transform both their business, and the people in their organizations.

Every organization already experienced a tremendous level of change during the last 10-15 years. Implementing change in organizations around the world has brought many organization with an employee engagement level this year 2016 down equal to 32% in the United States of America and 13% worldwide, according to research by Gallup.

Though many solutions have been made available on the market to counter these negative trends, the reality is that most organizations are experiencing some level of employee disengagement. The main reason is that several generations were educated for the industrial era, with expectations different than the actual situation in the digital era. As a result, in the market place, you will find individuals experiencing one or more of the following:

  • Individuals who are not in alignment with who they are and what they want to do and are feeling lost.
  • Individuals whose expectations of life is different from their actual lives.
  • Those who have much potential but are held back by their fear and mind programming.
  • Those who know of their purpose and are searching for ways to get involved in their own mission and make a difference.
  • Those who are holding fearfully to what they have and perceived as security in a time when everything is changing.

Outside of the organizations, you’ll find investors and other stakeholders counting on you to bring the best return on their investment in your organization in a transitional and questionable global economy.

What about customers? They have expectations from you as well, especially the faithful ones and for your organization’s or business’ continuous success you’d better not deceive them

For each individual, regardless of their position, what they don’t like is uncertainty. As a Digital Transformation Leader, you are seen as the change leader and whomever says change, also says uncertainty.  So there is just one thing that they expect from you to start with: Trust!

Can they trust you to bring them to something that could improve their lives? Can you make their organization more successful with your changes?  Can they trust you so that they don’t lose what they have; be it their comfort or position? Seriously, can they trust you with their future, and their family’s future, at all? This is why it’s important to develop your leadership skills and emotional intelligence continuously.

  1. Invest in preparing the individuals in your organization for the emotional disruption that they will face during their transformation.
  2. Create hunger for the transformation in your organization.
  3. Create an attractive and transformative vision for your organization or your team.
  4. Develop more missionaries than employees in your organization.
  5. Digitally enable your organization.
  6. Join our Digital Transformation Leaders community and enjoy much guidance as you lead your organization to transform.

Change Implementation Disillusion; or the Audacity of Change?

Change Dillusion

Change Dillusion


Just one year ago, I contacted a CIO and proposed my training and coaching service for a large change project that they would implement internationally, with a budget of nearly a billion of euros.

Just for clarity, I’ll name the CIO “Collins”.

Collins assured me that they had the best employees to carry the project in-house, including some external consultant from a well-known company. Some of the leaders were following a change-management training and using a well-known method. Therefore my help would be obsolete.

I explained to the CIO that things may not go as smoothly as he thought and why. To which he said “thank you” and politely turned down my offer to help.

A few days ago, I reconnected with Collins to see if I could help with anything. The first question he had for me was “How did you know all that?”

Surprised, I asked, “May I please ask you to clarify what ‘all that’ means?”

Collins then went on to explain to me how he spent part of his end-of-year holiday thinking about the conversation we had back in the beginning of the year. He first thought that it was pretentious for me to warn him about several pitfalls, considering his 28 years of experience and the caliber of the team and resources the organization had. But now, they were experiencing just what I had warned him about, which caused him some sleepless nights.

Collins asked again, “Did you read about that in a book?”

“No,” I answered, “but I wish I had. More than reading about that, I lived, experienced and studied that. However, I’ve been writing the book that I wished had warned me about that and it will be available in a few months.”

Looking back on my career, a few years ago I was so challenged by two change projects that I decided to challenge change implementation right back. With that I created and developed an outstanding change management and leadership coaching program. Here are a few golden points.

It is never people that are disengaged but visions that are disengaging.
Many highly competent change leaders perform less while implementing change due to high emotional stress and how the human brain functions. They need an outsider coach to perform best. It is scientifically proven.
Matrix organization is economic but with low team spirit, it increases cost as it decreases production.
Two top bottlenecks in change implementation in order of impact are 1: the leaders and 2: the team. Invest in them before the technology and methodology.