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Assessing Employee Engagement: 4 Ways Leadership Can Step Up

Jason Richmond
Jason Richmond

Engage your workforce with these 4 go-to motivators.

Today, thankfully, most companies realize the obvious correlation between engaged employees and their bottom line. Employee engagement does not imply happiness. In other words, a "happy employee" doesn't constitute an engaged employee, though it would be difficult to find an engaged employee that isn't happy.

So what does it mean then?

Employee engagement is characterized by the emotional commitment to diligently pursue the collective goals of a company, and as a result, success. Conversely, disengaged employees can quickly become toxic to the culture and end up costing the company money in the long run.

Ready to engage your own workforce? Below are four of the most effective ways leaders have seen the results they want.

Define the goal

For employees to work toward a common goal, they must first know and understand the goal. Simple enough. Yet, time and again, we find leaders who aren't able, or perhaps willing, to outline the big-picture expectations and goals of the company. To truly achieve success, companies must be transparent – almost to a fault – so team members are armed with the vision from the onset.

Acknowledge successes (and failures)

Throughout the journey of a company, there are highs and lows. While no one enjoys discussing failures, it's an important learning opportunity to evaluate what went wrong and perhaps the avenues that should have been explored instead.

And acknowledging and celebrating successes – large or small – help to build the energy within a team. With every success comes a reignited team eager to create more wins.

Give employees what they need to excel

To increase productivity, give employees the tools they need to be productive. Employees cannot be expected to produce, achieve and excel if they don't have the proper tools.

To be clear, "tools" don't just refer to gadgets and technology. Giving employees opportunities to enhance their skillsets is also incredibly beneficial. Other tools to consider include:

  • Goal-setting incentives
  • Time-management programs
  • Leadership opportunities
  • Access to knowledge-sharing
  • Training resources

Garner buy-in from employees

Finally, you'll achieve success when your workers feel invested in the growth and success of your business. Your employees want to know that opportunities for upward growth are available; otherwise, they are likely to lose interest and, ultimately, look for new prospects elsewhere. Offer mentorship programs, leadership incentives and have leaders or managers that take a genuine interest in their employees.

Image Credit: GaudiLab/Shutterstock
Jason Richmond
Jason Richmond Member
My ongoing goal of continual growth started with one objective - to learn from everyone and apply those lessons to my life. My life is dedicated to understanding how I can better help others, and that’s why I’ve travelled all over the world. To take a step back, it all started with Dale Carnegie. I took the Carnegie course after three years in Australia and embraced the methods and philosophies behind it. I embraced them so much, in fact, that I dedicated my life to them. I became a partner with Dale Carnegie because I saw the impact the program had on careers around the globe. It was a genuinely enlightening moment in my professional life. In fact, it was a legitimate moment of clarity. This path led me to become a consultant for various organizations, acting as an HR partner as I developed partnerships for my clients. I had the opportunity to travel the world and work with amazing people everywhere. But why Carnegie? My passion is to learn and share what I’ve discovered. It’s to take away an experience from every situation and apply it to my life and the lives of my team members. You won’t learn if you remain stationary, and I want to learn and grow. Ultimately, my position now is a way for me to provide for people and make their lives better. I do so by uniting individuality and fostering outstanding culture. I’d rather be a leader than a pusher because people respond positively to it. After all, if I’m not energized and committed, why should my team be? I am who I am because of because I’ve had the opportunity to be a student of different cultures around the world. I don’t see myself as a CEO. I don’t see myself as an executive. I see myself as a resource for my team and my clients. If I can’t serve them, I’m not doing my job. And if I can’t serve you, I can’t say I’m doing my job, either.