Apart from innovation and collaboration, a third key ingredient to make the organizations thrive is engagement, not only within the employees but also within the whole stakeholder system. Engagement comes naturally from motivation, which has to be sustained by leaders through trust, fair rewards, mission alignment and empowerment to develop new ideas and initiatives. All together creates not only loyalty and commitment, but also engagement, so long as the organization members have or develop a certain passion for what they do. These ingredients combined are the key elements of a high-performance culture. Performance-based cultures unify employees in a way that their relationships overcome hierarchical or geographical distance, making them feel and behave like within a family.
Commitment makes employees behave more like business owners, showing accountability and taking personal responsibility for the overall performance and not just their area. A high-performance culture has to be aligned with strategy. Such cultures usually share two features:
- Behaviors related to high engagement. Employees are committed to their work and purpose of the organization, focused on ambitious results regardless of the effort needed.
- Behaviors that align with the organization’s strategy. The way work gets done promotes the organization’s mission, goals and the strategy designed to realize them.
One of the key ingredients to boost engagement and high performance is passion for the work and for the organization. There are many ways to build passion within the organization:
Spotting Passion from the outset. Identifying enthusiastic professionals, right in the recruitment process is a first step to nurture the organization with the necessary passion. These may be spotted through their initiatives in getting a position within the organization, the way they talk about their job and their vision on their future job, the questions they ask, etc.
Leaders inspiring passion. So long as the leaders’ behavior shapes most of the employees’ behaviors, senior executives should be the first ones who convey passion to their younger peers. A good way to help them in creating an emotional connection between the brand and the team members is by telling stories about how the brand promise can be delivered.
Workspace that inspires passion. Despite the need for individual work spaces, it is also convenient to have open spaces that favor collaboration and let employees help each other with brainstorming and getting past problems even if everyone is working on different projects. All rooms should be bright and colorful with natural or ambient lighting.
Passion for the company. The organization can inspire passion in its members mainly through its mission. As in the case of destinations 3.0, triple bottomed business models, focusing not only on financial goals, but also on social and environmental ones are likely to engage and inspire passion in their employees, so long as they address their concerns.
Beyond high performance, one of the key benefits of employee engagement is turning them into brand ambassadors. Strong brands are not only created by marketing departments. They need the cooperation of the organization’s employees to deliver the brand promise effectively, and employees are those who hold the highest public trust, above Public Relations department or company leaders. Therefore, employees are like the first clients to be convinced, and the best way to gain their buy-in is to care about their concerns, right in the mission definition: not only their personal growth, but also the social and environmental challenges of the community.
Transforming employees into brand ambassadors may be achieved through these three steps:
- Promote Self Discovery & Personal Branding. When the employees can be the best version of themselves at work, productivity and retention increase. When they realize that the organization cares about their personal growth and well-being, they are likely to regard it like their second family and engage further in the mission. Helping them discover their strengths and integrate them into their work is essential to your team’s success.
- Make Brand awareness a priority. Leaders have to educate their teams on the brand values and live the brand by walking their talk, so they can learn from your example. It is convenient to create stories that illustrate how the brand promise is delivered, not only for the clients but also within the organization. Stories are the best conveyors of values, so long as they help the audience identify with the characters that represent the brand values.
- Connect the personal and the corporate. Successful firms help employees develop their personal brands, integrating their individual features with the corporate goals. It’s called applied personal branding. When employees know what makes them unique, and understand the corporate brand goals, they can apply their unique skills to achieve these goals. Each individual needs to determine how he can deliver the corporate brand promise. A strong brand requires employee engagement, which is driven by integrating the personal brands of your people.
This blogpost is from the Whitepaper “Building a culture of collaboration and innovation”, freely downloadable in this weblog. You may check the Whitepaper’s references to know the sources used for its elaboration.