What do you think about this statement?
Invoking a more strategic mode of behavior is a sure path to more social or material benefit.
When I ask this question, I usually see hesitance or reluctance. People really start pondering. Interestingly, asked in a workplace environment, the answer is eventually in support of the statement; though the magnitude of the expected benefit varies. Moreover, the answers correlate quite considerably with the hierarchy-level. Upper levels are clearly much more convinced of it than lower levels. And there is less support in private settings as well.
Most leaders know that culture matters. But, did you know that the narrower the culture gap (the difference between current and preferred cultures) the more likely it is that high potential employees will stay?
According to recent research by The Catalyst Center for Career Pathways, the narrower the culture gap, the more satisfied high potentials are with their work and advancement, pay, managers, and organizational commitment to work-life quality and diversity. “A narrower culture gap and greater employee satisfaction combine to predict high potentials’ intention to stay,” according to Catalyst. The report continues, “Women and men high potentials agree on workplace culture: Both would prefer to work in cultures that are more constructive and less aggressive. Both agree that the biggest gap in their workplace cultures is that they are not constructive enough.”
Leaders today know that employee engagement is the key to high performance, so let’s look below the surface and see what’s really involved in creating an engaged workforce. One definition of engagement includes both the aspects of emotional involvement and commitment. You will want to keep those two aspects in mind as you continue to read my comments on this critical subject and understand why “heart” matters so much when it comes to engagement.