We live in a world where people don’t feel connected, don’t feel empowered  and struggle with finding meaning in the work they do. Given that ten to fourteen hours, and sometimes more, are given up for work each day, there is a strong desire to have a meaningful experience at work.
 
The numbers speak for themselves. In 2019, 34% of the workforce are actively engaged. 53% are not engaged, meaning they come to work, do the minimum and are ready to jump ship if a better offer comes their way. 13% are totally disengaged, which has improved from 2016 when it was 16%.
 
There are three types of employees. Engaged, Not Engaged and Disengaged. For the engaged employee they are passionate and feel a profound connection to the organization. They are innovators and socially active. (34%) In the Not Engaged category, these employees are filling time. They sleepwalk through the day, and wait for their paycheck at the end of the month. (53%) Then there are people who are totally Disengaged who undermine the work of others, who are frequently negative, and are clearly unhappy but don’t leave, and frequently create negative impressions for the company. (13%)  The ones who need the most encouragement, and opportunities for growth are in the majority.

The three fundamental needs of every human being are the need to belong, the need for empowerment and the need for meaning. These factors are critical for us to perform at our best, and keep us connected to people and the work we do in a meaningful way. ​
           
These are an untapped opportunity for companies to improve performance and profitability. But first, they must recognize that strategically engaging workers must be a priority if the company is to grow and thrive. If companies truly believe that employees are their best assets, then the care and support of their growth and development should be number one priority.

Let’s get something clear. We have been documenting modern human behavior since the earliest of times, which came into full focus with the Greeks.  They perfected the rules of behavior through the worship of Gods, and later in the intellectual speculations of Aristotle and Plato, as well as many others. Biblical stories are also a great compendium of behaviors that were acceptable, or not, and we thrived by adhering to these philosophies and tenets of how to live a good life.  Prior to the Greeks, Egyptians, Mesopotamians, Babylonians, ancient Hebrews and other cultures wrestled with these ideas.  It's the old cliche of  the more things change, the more they stay the same. 
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 When I became a coach I had a lifetime of deep experiences that did not include working a corporate job. I had eschewed that route because I didn’t feel it was a good fit. I was too much the rebel, the maverick who wanted to do it my way, and conforming to other rules and regulations felt constricting. Later in life, when I found myself coaching senior executive women, I realized that while they had taken the vertical path up the ladder, I had chosen the horizontal path of the road less taken of divergent experiences, and they expressed the desire that they could have had more freedom to explore what that looked like. In turn, I was somewhat envious of their seemingly secure positions, which had escaped me because of the uncertain path I had chosen.  The grass is always greener etc..
 
In 2009, when I published The Fearless Factor, I hoped it would inspire others to make important life changes. Written specifically for women who struggled with fear which had left  an   indelible  impact on their  confidence, potential, and relationships, the book highlighted my own journey to overcome the fear that had kept me from fulfilling my potential, and led me to make some disastrous choices that took me on an adventure of self-discovery that would eventually transform my life. 
 
 What I discovered through this journey of change is that the greatest fear of most individuals is simple.  I’m not good enough, or, “I’m not lovable”, and frankly, they are both the same. With that in mind, we self-sabotage, look for examples that prove it, and generally under-perform. Frankly, it’s a waste. We are all much more than we think we are.

As a certified consultant for Human Synergistics International, I have debriefed dozens of 360° assessments designed to measure behavior in individuals, and organizations. These scientific tools analyze specific behaviors that help individuals and organizations make measurable improvements at work, and in their personal lives. 
 
In all cases, I have found a degree of fear operating below the surface of the behaviors that keep individuals from living and working to their highest levels of engagement.  When we think about the number of people who are not engaged (53%) in the workplace, we find that many of these behaviors work against their own interests, and undermine almost every aspect of their existence, as well as the impact on the organization itself. What would it look like if everyone brought their best self to work?

​My work with entrepreneurs, senior executives and employees in large and small companies has proven one thing. It doesn’t matter what role you play in life, the underlying behavioral patterns have a great deal of similarity.  The only variances are the degree to which these behaviors are impacting your potential and accomplishments in life. With this in mind, I wanted to create a guide for people in the workplace to use as a springboard to accelerate their own changes, and claim their role as a leader more effectively.  Like life, it's a work in progress and I hope to have it completed by next Spring. 

If this is something you care about, and would like some help I'm here to assist. It's not rocket science. Just show up, be honest with yourself, ask difficult questions, and find the answers you're looking for. Easy!  

FYI: Just putting this out  is a fearless act that I hope is well-received.  Please leave a comment for me. It's very helpful. 

Scene: The team is working on a massive 2020 plan and the manager is struggling to get everyone committed to the process. The ones who are committed, are proactive, and can generate lots of ideas and actions. They are great producers and everyone depends on them. But there may be some who appear to have lots of conflict, and while you may have tried every which way to engage them, nothing seems to work. As a result you are behind schedule, and everyone feels the strain.
 
Some of the challenges may include:
 

1. Individuals have issues related to time. They procrastinate. They have trouble setting proper boundaries or they fail to set proper priorities. They may also suffer from distraction, the bright shiny object syndrome, or have issues making decisions. They may also be in high in approval, and do things to please others but rarely take the decision themselves.

 

1. They stay away from difficult situations that could make them look bad. Withdraw when there is any interpersonal conflicts or disagreements. They play it safe and wait for others to act first.

 

1. Some people would rather be right and look good before putting the needs of their team first. They don’t communicate clearly with others, and underestimate the value of the team.

 

1. Many people suffer from limiting beliefs that hold back their ability to execute. For instance, a manager with the belief that he can’t trust others will have trouble building relationships that depend on collaboration. A manager who believes that everything must be perfect will find flaws in everything and often will have a hard time delegating because he wants to maintain control.

 
Ask yourself the following questions:
 

1. What are the main costs of lack of execution in the organization?
2. What is the cost to your employee morale?
3. What is the cost to your relationship with your colleagues?
4. What would be the value of improving your organization’s ability to execute effectively?

 
At Innerfluence we take a comprehensive view of management effectiveness, and almost always, we find at least one area where the individual manager or executive has an insight that leads to measurable gains in performance – along with greater satisfaction and career potential.
 
If you would like to discuss your team effectiveness goals give us a call (646) 241 7115 or email jacqueline@innerfluence.com
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