Send to KindleWhat are you a part of? I’ve met many people who feel they are a part of a civic group or a professional organization, or even some who feel deeply connected to a group of fans of a particular sports team. But, rarely do I find anyone who would describe themselves as part of the company that employs them. Sure, they’re a part of the workforce, or an employee of the company, but they don’t express a feeling of being a part of something worthwhile and bigger than the individual.
One of the most lasting lessons from my military service is how amazing it is when a group of people feel they are an integral part of something more important and bigger than each of them individually. From the beginning, anyone in military service is introduced to the idea that they are part of something important and that together they make up more than they ever could individually. Of course things like the various forms of initial training, uniforms, and military customs and courtesies help, but all that would be just so much decoration if that basic belief in the greater whole was not present.
I mention this to business leaders and usually get the same answer; something about how that just isn’t possible outside the military. I disagree! One of the basic pillars of military success is an understanding of mission by all involved. Though the concept of mission statements has not always been prevalent, most of the military has always had a deep sense of why they were there. That hasn’t always been the case in the corporate world.
So, how does a leader gain this sort of employee engagement? How are employees encouraged to feel more than just workers but part of something bigger? The current management buzzword is employee engagement which actually starts with leadership development. If leaders don’t have this type of feeling about the organization, then they’ll never engender it in subordinates. More than that, leaders must be able to not only understand the organization’s mission, but be able to pass that understanding on to others and help subordinates understand why that mission is important and, more importantly, what critical contributions those subordinates make to accomplish it. Interestingly, I occasionally run across executives and even business owners who don’t really have a good grasp of this most basic information.
Once everyone understands why the organization exists, what it does, and their contribution to success, there must be an atmosphere of support, meaning each person in the organization knows that their contribution is appreciated. I don’t mean plaques and other trinkets handed out for meeting goals or completing projects. I mean recognition of their skills and talents, making them feel like a valued and valuable part of the organization.
So, the secret to employees who feel they are really part of the organization and not just another worker is in leadership development. When leaders have that feeling, they will pass it on to others and soon employee engagement is reality and the whole organization excels.
