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A disengaged person with low drive will be less of a disruptive infl uence than one who is highly driven


seldom act without purpose and demonstrate the disengaged practice of ‘consent and evade’. Equally their attitude can be somewhat confusing or complex. Some Saboteurs will exhibit a positive attitude about themselves but harbour a very negative attitude towards the company.


SABOTEUR


Actively Disengaged Dissatisfi ed - -


Not Aligned - - Proactive


Many have ‘people-oriented’ behaviour tendencies but they can be resentful or vindictive towards the company or even specifi c individuals. Occasionally, they can be


empowered with responsibilities that motivate them and provide a vehicle through which they can show off their positive attributes. Over time, some Saboteurs can become strong Champions but there will always remain the question of trust. When we consider these diff erent


Actively managing disengaged


employees out of an organisation is controversial but absolutely must be considered, as long as legislative pro- cedures and rules are closely followed to avoid any potential acts of discrim- ination on unsubstantiated grounds.


THIEF


Actively Disengaged Dissatisfi ed - -


Not Aligned - - Reactive T ieves are reactive by nature


but their agenda is to take whatever they can from the company and


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sometimes other employees as well. T is includes time, information, training, material goods, money, data, software and anything that they think will benefi t them now or in the future. Some will want to look good and stand out as it may cover their real intentions. Others tend to try and hide within the group. Equally, T ieves might brag about their accomplish- ments to others in an attempt to encourage them to do the same. Saboteurs are potentially the most


dangerous of disengaged employees because they are proactive. T ey


employees on the 3 Dimensions of Employee Engagement, we can see the skill and sophistication in leadership style that needs to be applied to every grouping by leaders and managers. A blanket communication policy will do nothing to actively promote engagement. Instead, leaders need high self-awareness and the ability to alter their communication depending on whom they are engaging with. And just as we’ve categorised our employees, so we need to know where we sit in these scales. T ere is nothing less authentic than a leader who is a Sceptic trying to be a Champion.


Gary Wyles is MD of Festo Training & Consulting. To �ind out more, visit www.festo-didactic.co.uk


Reference 1 State of the Global Workforce Report, Gallup, 2013


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