The “engagement zone” is an unseen, yet powerful arena, in which an emotionally driven encounter occurs that results in a transaction between parties or their respective representatives. These transactions may be: Between two individuals Amongst or between a group or groups of individuals Amongst or between an individual and a representation (website, app, etc.) of an individual or organization. Transactions in the engagement zone may or may not: Be authentic Be effective Be meaningful. Within the “engagement zone” a wide variety of transactions can occur. These transactions range from moments that “last a lifetime” to moments that “drive us to rage.” Make no mistake, the “engagement zone” is powerful and it is packed with endless possibilities. When people enter “the zone,” they typically enter with a purpose. They may enter to buy or sell, teach or learn, improve or grow, lead or follow, etc. The goal, most often, is “success” within the zone. Two Fa

Many organizations work hard to have the “appearance of” an engaged culture. On the other hand, few organizations work diligently at crafting and creating a true “culture of engagement.” The latter and the former are very different. A “culture of engagement” is an organizational “state of being.” This state does not occur randomly, rather it is the result of diligent and persistent leadership, from leaders at all organizational tiers, who remain focused on creating, crafting and managing the culture. When it Starts A “culture of engagement” is built on a firm understanding of “why” the organization exists. This is accompanied by a thorough understanding of “what” the organization does.  Further, is grounded in behaviors that communicate a complete understanding of "how" the organization's “why” acts in tandem the organization's  “what” (and vice versa). A “culture of engagement” begins when an organization has a clear and meaningful vision, an action

Effective and meaningful engagement has a positive impact on both personal and organizational growth. One of the key drivers to effective and meaningful engagement is encouragement. Simply put, encouragement and engagement go hand-in-hand. When encouragement is offered in an authentic manner, it produces three specific values that lead to improved engagement. These values include: Self-Esteem. Encouragement lessens self-doubt. When self-doubt is high, engagement is inhibited.  This is typically a result of the false belief that a person’s value is limited. Encouragement provide the opportunity for a person's self-esteem to improve by offering them a perspective of value.  The value of high self-esteem needs to be never underestimated.  When a person is encouraged, and when self doubt is lessened, the opportunity to create effective and meaningful engagement increases. Performance. When performance is in a slump, engagement lags.  In a nutshell, encouragemen

Praise-based feedback is a "tremendous and significant" driver in the engagement process. Praise-based feedback, when meaningfully and effectively delivered, can open the doors to engagement that might otherwise be closed or remain closed. Delivering meaningful and effective praise based feedback communicates "value" to the person receiving recognition, "awareness" of the positive attributes of their actions, and "gratitude" for what is being done. The result of meaningful and effective praise based feedback is encouragement that opens the doors to engagement. In order to meaningfully and effectively deliver encouraging praise based feedback, the following three keys must be in place: Observation. Effective and meaningful praise is built strictly from observation. When praise is delivered, cite a specific example or series of examples that have been observed. (Example: "I appreciate how kind you are to our guests. S

Types of feedback on performance. There are two types of feedback on performance. First is "opportunity-based feedback" and the other is "praise-based feedback." Both, when effectively and authentically delivered, can drive the engagement process to more meaningful levels. Effectively and authentically delivering "praise-based feedback" communicates the following: Value. When praise-based feedback is offered it communicates a message of value to the person receiving recognition.  The primary message delivered is that others are "valuable and worth recognition." Awareness. When praise-based feedback is offered it communicates awareness to the actions and behaviors of the person receiving recognition.  The primary message delivered is that "what is being done" is being noticed and it is not going unrecognized. Gratitude. When praise-based feedback is offered it communicates gratitude to the person receiving

Encouragement and engagement go hand in hand. Encouragement creates the opportunity to engage. While encouragement may begin as a “one-way” or “outbound” affirmation of another person, it has an unseen, yet powerful transformative ability. Encouragement can tear down well built and emotionally rationalized, invisible walls. It can also open tightly sealed and emotionally rationalized, invisible doors. What often begins as one way affirmation can quickly lead to a two-way relationship building transaction of significant value. The unseen force. Encouragement, when genuinely offered to another: Serves as an affirmation that raises self-awareness. Creates an opportunity to accept increased risk taking. Communicates a strong sense of value. Creates and allows for emotional connectivity. When people are affirmed, and they believe they have value, the likelihood of increased emotionally connectivity and meaningful engagement grows exponentially. Simply put, enco

I am frequently asked to identify common behaviors of great engagers.  Considering the frequency of that request, I have composed a list of behaviors that are easily accessible to all of us! Below are 3 behaviors of great engagers.  These 3 behaviors can be employed by anyone to improve their personal engagement ability. Be Present. Being present sets you apart from most people. The key to being present is to truly focus your undivided attention to the human directly in front of you. If multiple humans are present, share the attention. Again, being present sets you apart from most people. Be different by being present. Be Polite. Being polite is a lost art. This, like being present, will set you apart from most people. The challenge for many is to be genuinely polite. While I realize that in challenging engagements, this may be problematic. Even in the most challenging engagement, there is not substitute for being polite. Being polite communicates respect. Be Perso

Friday with Friends - Matt Heller, author. I have known Matt for many years and have had the opportunity to see the results of his work as a facilitator, speaker, consultant and author! His book "The Myth of Employee Burnout" is a great read for any organizational leader.  Burnout, causes many issues, the least of which is poor engagement. Without further ado: Matt and his thoughts on "The Myth of Employee Burnout."     People have asked me how long it took for me to write “The Myth of Employee Burnout?" My answer? 25 years! In many ways, it’s a culmination of the lessons I learned both as an employee and a leader.  The book outlines my quest to find the "truth" behind why people “burnout" - or - lose motivation.  I have seen so many people start off strong, enthused, eager, and engaged - but then somewhere along the line  -fizz out.  They turned into the "lackadaisical employees" many leaders complain about. B

Low expectations yield poor performance. Further, continually setting low expectations continually yields poor performance. In fact, setting low expectations - intentionally or not - grants permission for poor performance. Over time, the setting of low expectations becomes inherent to “what” we do. It results in continual and ongoing interference to both effective and meaningful engagement. Why? Because the mindset of “low expectations” crafts "matching behavior." When these occur, we may blame others for poor performance, when in reality, they are responding to the “low expectations” that have been set by us. You may recall that I identified the "3 Mental Roadblocks to Engagement" and the "3 Steps to Overcoming them." Of those 3 roadblocks, today’s focus is on the impact of “low expectations” as they relate to effective and meaningful engagement. Failure to effectively address "low expectations" and their impact on th

Personal Accountability : Powerful and Practical Ideas for You and Your Organization Three results on effective engagement from the lack of personal and organizational accountability: Placing blame Victim thinking Procrastination Each person and organization needs a practical approach to eliminating blame, victim thinking, and procrastination. By walking the high road - the path to personal and organizational accountability - we can achieve greater levels of excellence and leadership in our lives, both at work and at home. If you or your organization is searching to improve personal accountability, I suggest this book! The ideas presented in this book are pragmatic and readily applied. Failing to understand the results on engagement from lack of accountability and how to overcome it may slow both personal and organizational success and growth. As always – if you would like to learn more about this topic - or - book me to speak with your organization - or - dis

In my last two posts I have addressed the  "3 Mental Roadblocks to Engagement"  and the "3 Steps to Overcoming the Mental Roadblocks to Engagement."    Of those 3 roadblocks, today I want to focus on personal bias. "Interference" to engagement is often a result of personal bias. Failure to overcome, address, work through, or own your "personal bias" can have a damaging and long lasting impact on your ability to engage. ___________________________________________________ ___________________________________________________ Filters form. Your personal bias impacts all you do.  It is a "filter" that is present in every "engagement transaction" in which you participate. While our biases are based on our personal experiences, they are only "our perceptions" of what we believe to be true.   Failure to own, acknowledge, or address these perceptions grants our mind permission to create "filt

In my last post -  "3 Mental Roadblocks to Engagement"  - I introduced you to the thoughts of  "interference" to engagement as a result of personal bias, low expectations, and selfish ambitions. The ability to engage others leads to countless possibilities and opportunities. Whether those opportunities are in the classroom, the teacher's lounge, or the CEO's office - engagement matters! 3 Steps to Overcoming the Mental Roadblocks to Engagement Acknowledge your bias. Your personal filters and lenses are present in every transaction. Before you begin, be honest with yourself and acknowledge that your view(s) may be biased and your perspectives clouded. Acknowledging bias is critical to engagement. Acknowledging bias creates an opportunity for substantial personal growth and reflection. Set high expectations. Never doubt the possibilities. Never. When you start an engagement transaction, set the bar high. If you believe your presence will n

The ability to engage in conversation(s) leads to countless possibilities and opportunities. Whether those opportunities are in the classroom, the teacher's lounge, the CEO's office, the workspace, the coffee station, or on the sales floor - engaged conversations are important.  Engagement matters! The Benefits of Engagement When it comes to effective and meaningful engagement, I have often been my own worst enemy. My experiences have taught me that I am not alone in creating “mental roadblocks” to my own success with "effective and meaningful" engagement. Many people I have coached and consulted have the same issue.  Below are a few of the “mental road blocks” that may need to be addressed in the engagement processes. Identifying and “owning” these roadblocks may allow us to seize more opportunities for creating "effective and meaningful" engagement. Social Intelligence: The New Science of Human Relationships by Daniel Goleman     3 Ro

hab·it ˈhabət/ noun 1 . a settled or regular tendency or practice, especially one that is hard to give up. The ability to engage in conversation(s) leads to countless possibilities and opportunities.  Whether those opportunities are in the classroom, the teacher's lounge, the CEO's office, the workspace or at the coffee station, water fountain, or on the sales floor - engaged conversations are important. Effective engagement requires the "habit" of engaging! Ideas lead to mindset, mindset to behavior, and repeated behavior to habit.  Continual commitment to employing the engagement cycle in communication transactions is required to move from effective engagement to meaningful engagement.   Click it to get it! What are you doing to develop habits of engagement? I want to suggest you read some of my earlier posts regarding engagement.  Also, if you have not read "The 7 Habits of Highly Effective People" - I

The ability to engage in conversation(s) leads to countless possibilities and opportunities. Whether those opportunities are in the classroom, the teacher's lounge, the CEO's office, the workspace, the coffee station, or on the sales floor - engaged conversations are important. The following list provides "4 Attributes of Engaged Conversations" that I have learned that are critically important to the engagement process. Be courteous.  Make it your goal to maintain the demeanor of any conversation.  Kindness communicates respect.  Be calm.  Great leaders know that there is no substitute for remaining calm, even in the most challenging set of circumstances, remain calm.  Calmness communicates stability. Be consistent.   When information is consistently, accurately, and fairly delivered; improvement, growth, and difficult situations being resolved can all occur. Consistency communicates clarity. Be honest.   This means be free of deception, including, dec

Honesty is a key component in all effective engagement transactions.  In fact, honesty is critical to the entire engagement transaction.   The ability to engage leads to countless possibilities and opportunities.  (Learning, growth, sales, etc.)    In fact, it leads to endless opportunities regardless of whether those opportunities are in the classroom, teacher's lounge, CEO's office, workspace, or on the sales floor.  Honesty creates opportunity for effective engagement.  Dishonesty will kill it. So, what is honesty? Most people answer that question with "truthfulness" however, it is much, much, more.  Honesty moves beyond truthfulness. People can be "truthful" while intentionally omitting important details, events, times, and other critical data. Honesty is maintaining the truth - and - providing the entire story, even when it is uncomfortable.  Honesty is  safe.  Creating a "safe" transaction is critical to effective engagem

Integrity is more than simple honesty, it defines "who" you are and "how" you handle life.  It is a key driver to engagement and engagement drives success. Three Character Traits of Integrity: Soundness:  An unimpaired condition. Incorruptibility:  A firm adherence to a code of especially moral or artistic values. Completeness: The quality or state of being complete or undivided Integrity gives rise to the unique ability to "pull" things together, to make it all happen no matter how challenging the circumstances. I have learned that people with integrity tend to: Connect well with others Easily build trust Finish well Possess a strong view of reality Let their "yes be yes" and their "no be no" Integrity is not something that you either have or don't.  It can be developed, grown and shared. As I wrap this up, I am reminded of one of my favorite writing on the top by Dr. Henry Cloud - "Integrity

Engagement leads to the possibility of  creating relationship.  Relationship leads to a myriad of opportunities. (Learning, growth, sales, etc.) Authentic engagement creates opportunity.  In fact, it leads to endless opportunities regardless of whether those are in the classroom, the teacher's lounge, the CEO's office, the workspace, or the sales floor.  Opportunities become available with authentic engagement. 4 Keys to Authentic Engagement: Be present. Focus undivided attention to the people - and/or - tasks at hand. If multiple people or things are present, share the attention. Be honest. Honesty is freedom of deception.  Honesty is more than truthfulness.  People can be truthful while intentionally omitting important details, data, events, times, and other factors.  Honesty is maintaining the truth - and - providing the entire story.  Honesty requires freedom from deception. No tricks, no gimmicks - transparency is the "name of the game!" Be real