In an earlier article, I suggested that employee engagement is a
full-contact sport where manager and employee collaborate together as an
integrated team. Sticking with that
theme, I submit there is a big difference between managers who function as
coaches and those who are team captains.
If you want an engaged team, be a captain!
Captains are frequently (if not continuously) on the playing
field. Their perspective enables them to
not only clearly see what’s happening, but personally experience
conditions. They can see when certain
tactics aren’t working and have a unique perspective on why. Great team captains earn the respect of their
teammates, are incredible motivators, and are relatable. After all, they’re getting hit every bit as
much as the other players are.
In order to develop a high performing engaged team, managers
need to have a first-hand view of the landscape. Coaches lead their teams from the sidelines
where it’s difficult to appreciate what employees are experiencing. That may
work in some instances, but only if a manager is using feedback from players on
the field.
Employee engagement happens on the front line where the game is
played. Management can create conditions
for success, equip their team with the right tools, and lend considerable experience
when crafting the game plan. But at the
end of the day, it’s the captains on the field that are executing the plan. They are in the best position to know what is
working and what isn’t.
Ever heard someone say ‘just stick to the game plan’ when things
aren’t working? I have seen this
first-hand when a new employee engagement effort is rolled out and quickly
falls apart. It’s the age-old definition
of insanity – doing the same thing over and over again while expecting
different results. If your game plan
isn’t working, it’s time to find out why and adjust. Players (employees) give feedback on field
conditions, team captains (front-line leaders) lend their experience and
first-hand reports, then coaches (company leadership) incorporate that into a
revised plan.
Executives should enable first-line leaders (captains) to make
real-time adjustments versus waiting for plays to be called in from the
sidelines.
How does this work in practice?
The US military for example trains its platoon leaders and personnel to
read conditions on the ground and adjust their tactics as necessary. Once the mission and strategy have been
established and communicated, those with ‘boots on the ground’ have the freedom
to maneuver and shift as things unfold.
This in no way compromises the mission.
Instead, it fosters creativity, critical thinking, and dynamic
decision-making.
To develop a truly engaged organization, senior leaders must
either function as team captains or delegate a degree of freedom to those in
the field of play. I’m not suggesting
the C-suite micromanage. Instead,
select leaders who are effective team captains, empower and equip them with
tools, then give them authority to shift as conditions warrant.
Employee engagement is really not very different from team
sports. The best sports teams are those
where everyone is working in synch focused on the same goal and executing the
same game plan (strategy). Each
individual has a function, knows their position, and is aware of how their
actions affect their teammates. It’s
really not that complicated.
So ask yourself. Are my employee
engagement efforts being led by coaches or captains? If you’re relying on coaches, you have no
leader on the field and you’re likely going to lose the game. Find yourself some great captains then trust
them enough to lead you to victory.
Duane Grove is founder of Connect2Action, an employee
engagement specialist, igniting innovation as a lever to accelerate
growth. He provides front-line
leadership development and helps clients improve operational alignment. Follow Duane on Twitter @connect2action and
connect with him on LinkedIn, Facebook, and Google+. Learn more by visiting
www.connect2action.com.
