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ENGAGEMENT


UPHOLDING THE SEVEN PILLARS


Martin Baker applies insights


from the Toolkit for Managers to MacLeod’s theory of engagement


e


nsuring employees are engaged is


an essential part of leading a competitive organisation. When employees can’t wait to get home, have little interest beyond getting paid and don’t understand the decisions their leaders make, they probably aren’t very engaged and the organisation’s performance is likely to suff er. Employee engagement expert


David MacLeod sets out to address this problem by identifying seven ‘pillars’ that support engagement in the workplace.1, 2


T ey can be used


every day to inform the language that leaders use, the attitude they convey and the actions they take. More formally, they can provide a foundation to support an organisa- tion-wide engagement strategy.3 Every pillar can be leveraged to


increase engagement, but some will be more relevant than others. For


www.trainingjournal.com


example, taking suggestions from front line employees (pillar two) might be more relevant to a marketing agency than it would to a construction fi rm. T e role of the leader is to identify the pillars that are most important


The Seven Pillars of Engagement


Pillar 1: Commitment Pillar 2: Get to the front line Pillar 3: Loudhailers to conversations


Pillar 4: The reservoir of wellbeing Pillar 5: Bring back the manager Pillar 6: Harnessing talent Pillar 7: Creating consequences


| October 2016 | 35





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