There is tremendous pressure on organisations these days to have engaged staff and good engagement scores. I’ve sat through a number of sessions on the topic and seen some leaders having conversations with their teams about engagement and I understand the frustration it can cause them.
I have a simple mantra that I like to keep in mind and that is ‘Engaged teams aren’t necessarily high performing, but high performing teams will be engaged’, so I thought I would explore that a little here and share some observations on engaging in engagement..
In the process of our web redesign I’ve been reminded of a few things about pulling such projects together that I thought I would share as leadership learnings.
Watching Team New Zealand in action over the last few days has got us thinking about how they have turned their practice time into high performance. One of the team wondered if they were an example of some of the best practice we have seen so it seemed like a good time to re-visit this blog about what people’s actual definition of high performance is.
Most of us can tell when we are demotivated; when the job isn’t right for us, when the environment has gone bad or the boss is just not the kind of person you can work with. We all recognise those external factors that demotivate us reasonably easily. But what if the job is ok, environment ok and the boss is fine, but we are still not firing on all cylinders? No stress, not tired, but you aren’t operating at 100%
To paraphrase Dolly Parton; ‘sometimes its hard to be a leader’.The joy of leadership lies in chosing to do all those things that are hard at the time, and seeing the outcome of those choices come to fruition months later.So when you look at it that way, being a leader is only as hard as you want to make it.