Employee Engagement

Data on Employee Engagement & Trust

Data gathered by EY found that just 38% of American workers trust the company they work for.

In addition, they saw:

  • Just 46% of U.S. workers have a great deal of trust in their colleagues and 
  • Only 50% trust their boss.

One of the most important lessons I have learned in life (there are many) involves several components:

  • The way I see and interpret the world is vastly different from that of other people.
  • Other’s view of things does not negate my own, but often enhances it.
  • Some of the best solutions are found by contribution of all authentic perspectives.
  • Humility and grace are often required on my part to remember this and encourage others to speak.
  • And maybe the most difficult of these components for me: Sometimes I need to change my thinking, openness or approach (hence the need for my own humility).


Source for data 

Cold wars at work

“Most wars between individuals are of the 'cold' rather than the 'hot' variety---lingering resentment, for example, grudges long held, resources clutched rather than shared, help not offered. These are the acts of war that most threaten our homes and workplaces.”  ―The Arbinger Institute


Let me know if I can help you better understand your organization and uncover hidden behaviors that your team may not feel comfortable sharing with you directly.

Respondent feedback to HR

In the same survey referenced yesterday where 58% of Respondents said that their HR organizations were “not at all helpful” to them in resolving a workplace conflict, Respondents were able to provide input on what could have been done better by their HR organizations to help resolve issues.  Here are recurring themes from their input:

  • Work with me to find a solution, rather than simply telling me, "That's the way it is." 
  • Provide practical steps to make things better.
  • Unbiasedly investigate the situation / Remain neutral while gathering all the facts.
  • Engage vs. just documenting different facts.

Research shows that conflict at work increases risks, increases litigation, results in time off of work, and decreases productivity.  Early intervention is easier to manage than mitigating a crisis or spending money to correct risks that were overlooked.  

Let me know if I can help you better understand your organization and uncover hidden behaviors that your team may not feel comfortable sharing with you directly.

Is your HR organization helpful when resolving workplace conflict?

I recently asked the following question in a survey: 

“If you have ever engaged Human Resources to help resolve a workplace disagreement / conflict, how helpful was the Human Resources (HR) Department?”

Respondents could choose helpfulness of HR resolving their workplace issue on a scale from 1 (Not at all) to 5 (Very helpful):

  • 58% of Respondents said HR was “Not at all” helpful to resolving their workplace conflict.
  • No one chose the top end of the range (4 or 5 helpful to very helpful).

This would indicate that there may be an underlying issue in many workplaces.  Ignoring these issues creates an environment for increased risk.

Let me know if you are interested in learning how to help your employees work through conflict.  Or, email info@ImpactingParadigms.com.

Work Cultures Part 3 (of 3)

David Burkus of the Harvard Business Review posits that “people with looser boundaries between home and work did experience more cognitive role transitions, but that they were also less depleted by them.”

… “The study not only gives permission to let your mind wander at work (or at home), but it offers us a bit of forgiveness: letting your personal life intrude on your work might make you more productive in the long-run.”  


Waiting may lead to crisis

I spoke with a company recently that was seeking help regarding a situation that had been underway for several years and has escalated into something that they described as a “crisis”.  

The earlier we seek guidance and help, the healthier our cultures will be. As leaders, we don’t want to spend our time on “non-critical” tasks.  Disagreements are normal and, if we want healthy organizations, we must welcome debate and disagreements.  As leaders, we must not only encourage our people to speak up, we must model effective ways to do so.  

The rewards may simply be a crisis being averted down the road.  

Giving others permission to interpret your void

When you avoid a discussion, a response to email, returning a phone call, or acknowledging another person, you give the other person full permission to interpret your void.  Often, they will give a negative connotation to this void. If you are unsure about this, think about how you feel or the thoughts that run through your mind when you perceive you are ignored. 

We often avoid because we don't know how to engage.  Simply start with curiosity. 

Triggers from our past

One day I received a phone call from someone who was kind in their approach to let me know that I had angered them.  As we spoke and I listened, it became clear that what I had said hit a nerve because of things that I had no prior knowledge of.  

Most of us are probably carrying something that is a trigger for us from a specific past experience. 

  • We free ourselves when we recognize our triggers and release them (may require help to do so).
  • When we are offended, we have the opportunity to presume positive intent on the part of the other person, reflect on our responsibility to the trigger (address and resolve it) and/or humbly and courageously approach the other person to discuss.
  • When we are approached by someone who was offended by us, listen and ask questions. It is an opportunity to learn about the other person and ourselves.
  • None of us is responsible for another person’s historic triggers.  We can still listen and engage with empathy.