Several years ago, at an annual SHRM conference (and several times since), I've found myself answering a very similar question from different people that goes something like this;

We'd like to see how we benchmark compared to other organizations. Can BP2W provide that?

It always makes me wonder why comparing an intangible experience, such as your internal employee sentiments, against other companies' average employee sentiments is viewed as important. So every time, I find myself offering the same reply:

Honestly? It doesn't matter.

Not in the way you think it does.

Highly respected author, speaker, and TED Talker Simon Sinek interviewed with Tom Bilyeu and Inside Quest back in 2016, which caused quite a bit of buzz on social media—and still does today. The full interview can be found HERE, and I encourage you to watch it as (for the most part) it's very good. Indeed, the first 25 minutes or so are full of insights that echo very strongly with what we believe and champion with our BP2W program here at OptimaWork.

But it was his 'Millennial Question' segment about 40 minutes into the interview that seemed to hit a nerve with so many and resulted in millions of YouTube views and countless tweets, retweets, etc. In particular, a 45-second fragment on building relationships really tweaked my interest.

In 1943, Abraham Maslow first introduced his Hierarchy of Needs theory, which examines what motivates individuals.

He claimed that people are motivated by things and circumstances ranging from basic survival to the ability to reach and achieve one's full potential.

That sounds like something that could be applied in the workplace to elevate employees' motivation from simply being there to get a paycheck to performing at a very high level.

...and actually, enjoy doing it.

Business leaders are always on the lookout for ways to increase productivity and profits by employing not just the best people, but also the best strategies.

Agile Software Development is a methodology that has taken the IT arena by storm since the early 2000s, and there is no reason to believe it can't be modified to fit other areas of the business, including the ongoing search for higher levels of Employee Engagement.

Hugely successful companies such as Google, Adobe, Netflix, etc... all use some form of agile due to the immense benefits and optimal results it can quickly deliver.

The Agile approach produces better and quicker-to-market computer programs, mobile apps, etc… by leveraging an iterative process where teams self-organize, direct their own work and make timely, pertinent enhancements via continual inspection and feedback.

Imagine your workplace engagement program being employee driven while producing highly-targeted improvements quickly and on a recurring basis.

As one year closes and a new one begins, it’s a time when we begin to reflect on the past and turn our attention to changing for the better in the upcoming 12 months and beyond. Eager promises of eating healthier, exercising more, managing finances better, visiting somewhere new, and being less stressed (in and out of work) are just a few of the popular ideas that get penciled in.

For many, their New Year's Resolution list also includes finding a new, better, and more rewarding job. They have become despondent and disengaged with their current situation and have decided that now is a time for a change. This can become challenging, disruptive, and very costly for the business.

But now is also a perfect time to set a new business resolution to become a better place to work. Indeed, organizations can strategically utilize their employees' newfound focus on bettering themselves to support and reinforce this across teams, departments, and the entire company.

An Apple a Day... 

Workplace Wellness programs are all the rage these days – and rightly so.

You don't need to be a doctor (or teacher, mechanic, accountant, or electrician) to appreciate that healthier employees take fewer sick days and are more productive while at work, which obviously helps the bottom line. Simply put, a fit and healthy workforce makes good business sense.

However, true wellness transcends the physical condition alone, and we must be very cognizant of and diligent in our pursuit of nurturing a workplace with less stress, higher emotional well-being, and an overall happier mindset.

Foosball tables, casual dress code, 401k match, and an occasional free pizza are cool....but what really drives high levels of employee engagement and a great culture in any business is the relationships and trust people have with the company leadership, their immediate manager, and their peers.

Here, we look at seven key areas that go a long way toward developing empathy, understanding, and trust within a team and the entire organization.

Without timely, pertinent, and tangible action, your 'engagement and culture' survey, open-door ideology, suggestion box, feedback tool, or other well-intentioned undertaking is ...

... pointless.

In fact, you could very easily argue that asking employees to provide input without them seeing speedy and credible effort can actually be detrimental to the organization.

Growing up, we are taught (and throughout life, we observe) what is frequently referred to as the Golden Rule. For many of us, it centers around the phrase “do unto others as you would have them do unto you,” and while the exact wording is flexible, the central message is common to all.

In principle, the concept champions a two-way, reciprocal, and mutual relationship between two or more parties. This is indeed a very admirable idea, but it has a fundamental flaw that is amplified when leadership, management, and employees align too strongly with it in the workplace.

What if that person doesn’t want to be treated the same as you..?

What if they are driven by different motivational factors..?

What if a different set of criteria makes them feel valued at work..?

Whereas individuals' intentions may be admirable when applying the ‘Ethic of Reciprocity’ to their colleagues or subordinates, they may actually be harming workplace relationships, leading to greater employee disengagement and damaging the business. 

Maybe a better alternative is the Platinum Rule. But how do we make that work?

Wouldn't it be great if we could give each employee a little medication that would boost leadership and engagement as well as happiness, teamwork, commitment, and productivity?

Yes, an Employee Engagement pill would be a dream come true for all of us.

But while there may not be a magic elixir to ignite and galvanize the workforce, you don't need a Ph.D. in chemistry to make a positive change in staff behavior and performance.

Books, eyelids, convenience stores, and even web browsers have one thing in common: They need to be open for them to function effectively.

The same is true of the employees in any team, department, or organization. Engagement (and all the good stuff that goes with it) thrives in a culture with strong open communication and workplace relationships.

In fact, today's workforce expects nothing less as they are used to posting their life stories on various public online outlets.