ENGAGEMENT IDEAS

What Can You Do
What's In It For You

	Listen carefully to employee concerns, even when it comes from constant complainers.
	You’ll generally be perceived as caring – constant complainers do occasionally present real issues that need addressing.
	— Chuck Engle
	Seek external sources for professional growth and development, and bring that resource back to the organization (i.e.: classes, conferences, etc.).
	Increased motivation to yourself and coworkers and common bond/engagement episode.
	— Shelley Sheldon
	See beyond the task of today to the people, process, and system involved.
	Improved productivity, efficiency and effectiveness.
	— Nancy Allen
	Arrive at work with a great positive attitude every day.
	Better morale; a good attitude is contagious and addictive.
	— Shannon Salois
	Hold each employee accountable for the results of the team.
	It shows that you will not settle for meritocracy and it will make everyone feel like they hold the key to the teams’ success.
	— Cherita Taylor
	Two times a year ask your employees under your direct supervision: 1) What do I do as a supervisor that helps the team accomplish it’s work? And 2) What do I do that hinders the team in accomplishing its work? Track and act on input from both lists.
	You get people to help you be a better leader; you solicit feedback fro those that know the most.
	— Steve Young
	Be in the moment at all times when talking with an employee.
	Earning the trust and respect of the employee.
	— Steve Hance
	Perception is reality. Listen to employees to find out their reality.
	Really learn what is real to employees and not what you perceive it to be.
	— Susan Stephens
	Team retreat for strategic planning. Often this is left just to managers. Engage those doing the work.
	Higher productivity, increased loyalty, more logical plans – if they build it, they work harder for results; often exceeding your expectations.
	— Debra Solt
	Have a clear alignment with strategy and work assignments.
	A more definitive connection between what we do with why we do it, how we do it, and who we are.
	— Steven Silverstein
	Support and implement ongoing supervisor training on not only policy and procedures, but also leadership and development.
	Supervisors that are happy and feel appreciated and valued.
	— Sandra E. Jones
	Ask for feedback in proposed changes and communicate that feedback to leadership.
	You are seen as caring what employees think…they have a voice.
	— Susan Harris
	All managers and leaders demonstrate, by example, everyday the values of the organization.
	Our associates will see in our behaviors what we expect from them and that will be used to help our patients.
	— Steven R. Burns
	“Catch” employees doing the right thing (or something the right way) and publicize or recognize it publicly.
	Allows you to reinforce desirable behaviors.
	— Peter J. Johnson
	Encourage supervisors to interact, respond to issues, reward team behavior and above all, encourage self-esteem.
	Questions/issues are being responded to, life gets less difficult because I’m not fighting union.
	— Larry Hartsell
	Be more patient with others on how able they are to accept change.
	Have others accept change.
	— Patricia Clark
	Teach and encourage ideas; then follow up on them.
	Better team results and team knowing that they will b accountable instead of thinking it is a passing fad.
	— Lisa South
	Eat your pizza one slice at a time. “Keep it simple.”
	You won’t get “bloated!”
	— Tommy Stanley
	Show employees that you care by discussing strengths and weaknesses as they occur and not waiting until annual performance appraisals to blindside them with information.
	A committed and engaged employee who will be loyal to you an to the organization and will make efforts to contribute more positive results.
	— Vivian Hawkins
	A mini-survey of the top 3 persistent aggravations in your department and take on eliminating one of them in the next month.
	You’ll be a hero in your department. If you involve other people in the solution, you’ll also be seen as a team player.
	— Author Unknown
	Foster positive solutions to issues instead of enabling employees to complain.
	Helps employees feel a part of the solution instead of part of the problem.
	— Author Unknown
	Give people more than they are expecting.
	Satisfaction.
	— Author Unknown
	Make a plan for the day.
	More organized and therefore focused on each task. Less stress.
	— Author Unknown
	Get to know people – talk to them not only when you need something.
	When you need help, the person will do what he can to help because he likes you as a person and you care about him.
	— Author Unknown
	Become more active and participate.
	Increased feeling of self worth and satisfaction.
	— Author Unknown
	Have a positive attitude in every task you are given.
	More respect from team members.
	— Author Unknown
	Be a good listener and show you truly care.
	Feel great about yourself.
	— Author Unknown
	Earn a Competent Communicator Silver Distinction in Toastmasters.
	Better communication of messages through the use of humor.
	—Martie Ogborn
	Give other employees compliments on their strong points.
	The self satisfaction that I am helping someone.
	— Author Unknown
	Be more engaged in my work.
	Get to be known as the “go to” person.
	— Author Unknown
	Become a better listener and speaker.
	Be valued as a credible employee.
	— Author Unknown
	Become more engaged and share positives.
	Be known as a good role model.
	— Author Unknown
	Consistently deliver what I promise.
	Be known as a reliable resource.
	— Author Unknown
	Develop a process to increase recognition within.
	The satisfaction of bringing happiness and appreciation to others.
	— Author Unknown

To add one of your own, send in an email to al@ADLassociates.com

Thoughts from Al and Brian