Just imagine for a moment that it’s a late evening and you’ve just landed at the airport.
You’re eager to return home. But, first you have to go to the parking lot to pick up your car. The shuttle bus drops you off at the edge of the parking lot. With your backpack slung across your shoulder, pulling your carry-on suitcase, you head for the spot where you remember parking your car. It’s dark and the only light falling on the lot comes from a few lamps on the periphery of the fence. As you slowly make your way to the space where you believe your car is parked….you see that it’s not there.
What are you feeling in that moment? Not thinking – but feeling?
If you’ve ever had a similar experience you triggered a fight/flight/freeze response – whether alone or with another person – activating your sympathetic nervous system. It’s the system that stimulates the body for action, such as increasing the heart rate, increasing the release of sugar from the liver into the blood, and other responses that serve to fight off or retreat from danger.
Our emotional responses can arise from feelings (physiological responses) in our organs and intestines, as much as any direct cognitive input. What we feel in our “gut” is transmitted via the vagus nerve (responsible for social engagement strategy) to a region of the brain called the anterior insular cortex, which is involved in consciousness and functions usually linked to emotion or the regulation of the body’s homeostasis.
“Freedom is the ability to pause between the stimulus and the response.”Rollo May
Beware of quick fix formulas! On this we can mostly all agree.
The E + R = O (EVENT + RESPONSE = OUTCOME) formula, which we picked up on from Jack Canfield’s – The Success Principles How to Get From Where You Are to Where You Want to Be, is an effective, practical and not a quick fix tool that can help you to change the way you work – and live.
Because to use it, you have to change the way you think. Doable – yes! Easy – no!
People are not tasksor robots. I’m still surprised when I meet people in the workplace who don’t believe that people are the most important part of their jobs. Sadly, the people are a means to my end meme still dominates. Granted, many people are disengaged, burnt out and disempowered – and can’t summon up the energy to deal with diverse personalities and needs andintense organizational pressures and demands.
Most of the business world is still organized on the principle that a job is essentially an economic transaction. Workers are being asked to do more with less –and faster than ever before. Employee head count is down and the bar for performance set higher. And managers still don’t seem to understand how to establish a workplace environment that view workers as people. An over reliance on the rational (we’re here to work!) and on emotions that don’t feed the human spirit (anxiety, mistrust, resentment, frustration) all contribute to the sense of exhaustion and disillusionment that many employees feel. Continue reading →
In Part 1 of Engaging the Unengaged, I refer to studies by the Gallup Workforce Survey. which have consistently placed the spotlight on organizational leaders’s weak “people skills” as a major factor in disengagement.
One major recurring theme in the studies is the importance of the positive relational dynamics that help co-workers feel connected to their work and a supportive workplace culture.
While these interpersonal skills may sound basic, it’s often surprising how many employees lack or ignore their value in promoting cooperation and good communication. Without question, these skills play a fundamental role in promoting engagement at work.
Employee engagement continues to be a critical factor in moving employees to “go the extra mile” in terms of their work effort. However, studies suggest that businesses seem to have a chronic problem in their ability to maintain engagement over time.
Gallup and other polling has shown consistent engagement ratings that hover around 30% among full-time American workers. In other words, engaged – and 70% of all U.S. workers are not reaching their full potential. According to multiple studies, one significant causal factor for employee disengagement is that employee’s hearts are not into their work. This translates into workers “checking out,” mentally and emotionally, doing the bare minimal to stay in their jobs but offering little initiative or involvement.
This goes to the essence of engagement – “Employees are engaged only to the extent that they are emotionally available to be so,” which ties directly to their willingness to go the extra mile for their company. This may seem obvious, but it is not—at least not to managers who are still focused on conventional managerial tactics as the solution in their attempt to create engagement. Traditional managers tend to apply pressure when they perceive disengagement, ignoring the reality of emotions and their effect on people’s abilities to be engaged.
Depending on the emotions that are triggered at work, employees will either be less available or more available to be fully engaged in their work. The feelings themselves determine the path that will be taken. Emotions are always present…and until the emotional component is addressed, employees cannot fully engage. This is the major missing link in many efforts to engage or re-engage workers. Too many organizations and managers still go to the old employee perks goody bag to solve long-term problems with questionable short-term solutions. This is not to say that these incentives are wholly ineffective, but without substantive changes in employee relationships and cultural environment, they offer little more than temporary distraction from deeper problems.