I work with dozens of organizations and hundreds of leaders every year, and there's a recurring scene I see all too often. An earnest, hardworking leader struggles to fill an open position with a talented individual. Once hired and trained, the new employee settles into a mediocre level of performance. Over time, the leader comes to accept this as "the way it is." Eventually, the employee quits, transfers, or, even worse, quits but stays. The cycle repeats itself.

If this scenario sounds familiar, you're not alone. Many organizations and leaders struggle to develop engaged employees who stick around long-term. The reasons for low engagement and high turnover are complex, but the impact on organizations is undeniable. Consider these findings from Gallup:

• 77% of employees are either disengaged (59%) or actively disengaged (18%).

• 51% of workers are actively seeking or watching for a new job.

• 70% of the variance in employee engagement can be attributed to the manager.

That last point is sobering. If you're a manager, your leadership has a direct and powerful impact on employee engagement—up to 70% of it.

So, what can you do as a leader to engage and retain your team? Here are three methods to help you make a real difference:

1. Become an Environmental Curator

As a leader, you're responsible for fostering an environment where people can thrive. This environment consists of various factors that, when balanced, create a culture in which individuals excel.

Our research has identified 12 factors that influence employee passion and engagement, grouped into three categories:

• Organizational Factors: Distributive Fairness, Procedural Fairness, Growth, Performance Expectations.

• Job Factors: Meaningful Work, Autonomy, Workload Balance, Task Variety.

• Relationship Factors: Connectedness to Leader, Connectedness to Colleagues, Collaboration, Feedback.

By adopting the mindset of an environmental curator, you regularly assess these factors and make adjustments to optimize your team's conditions for success. Consider these questions as you reflect on your leadership approach:

• How can I help people find meaning in their work and roles?

• How can I ensure fairness and treat people equitably?

• How can I provide opportunities for learning, development, and career growth?

• How can I ensure clear performance expectations, regular feedback, and opportunities for collaboration?

• How can I manage workloads and balance autonomy with task variety?

Even if your organization's overall culture isn't conducive to engagement, you have the power to make a difference within your own team. Your immediate circle of influence is where you have the most control, so take it upon yourself to implement best practices that foster engagement and commitment.

2. Start with Trust

Trust is one of the most powerful drivers of employee engagement. Research shows that employees who trust their leaders are 260% more motivated, have 41% lower absenteeism, and are 50% less likely to leave their jobs. A global study of over 19,000 employees found that the two most important factors for high engagement are being part of a team and trusting their leader. In fact, employees are twelve times more likely to be fully engaged if they trust their leader.

Building trust requires intention. It’s not enough to agree that trust is important—leaders need a specific plan to cultivate it. Trust is built on four key elements, which I’ve captured in the acronym ABCD:

• Able: Leaders demonstrate competence and expertise.

• Believable: Leaders act with integrity, being honest and treating people fairly.

• Connected: Leaders show care and concern for their team, building rapport and open communication.

• Dependable: Leaders honor their commitments and are accountable.

George P. Shultz, who served in various high-level positions, including Secretary of State, once said, “Trust is the coin of the realm.” His decades of leadership experience underscore the fact that trust is the foundation for good things to happen. When trust is present, progress is made—whether in the family room, the schoolroom, the office, or the military.

3. Lead by Serving

While the concept of servant leadership is widely recognized, some organizations still view it as too soft or not focused enough on results. However, in our book Simple Truths of Leadership: 52 Ways to Be a Servant Leader and Build Trust, Ken Blanchard and I argue that servant leadership is the best approach for achieving both great results and strong relationships.

Servant leadership has two parts:

• Leadership: Focuses on vision, direction, and results. A leader must ensure that their team knows where they're going and what they are trying to achieve.

• Servant: Focuses on working alongside your people, helping them accomplish their goals, and providing support as needed.

Achieving success through servant leadership isn’t an either/or proposition; it’s a both/and. Leaders must balance results with relationships. Great relationships without success lead to stagnation, while great results without strong relationships lead to burnout. The most effective leaders focus on both.

Let me share a positive scenario I often witness: A leader tells me that their team is thriving. Despite challenges within the broader organization, their team has an environment of trust and safety. People inside and outside the organization are eager to join this team. The leader fosters open communication, supports personal development, and encourages collaboration over competition. Team members aren’t afraid to take risks and fail because they know their leader has their back.

If your team doesn’t currently operate this way, don’t be discouraged. You can get there by curating an environment where people can do their best work, building trust with your team, and leading with service. Whether you're leading a small team or a large organization, creating a high-engagement culture that attracts and retains talented people is well within your reach.

YS

For more details, visit our website: https://byldgroup.com/

Or call at: 1800-102-1345