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To help us to find the answers, it’s useful to look at some of the main elements of engagement and motivation. There are numerous engagement theories and models our there – in fact, the ‘Engaging for Success’ report of 2009, estimated that there are over 50 definitions of engagement! However, at their core, they are all based on the premise that engagement is a positive relationship between the employee and employer.
A relationship where there are mutual goals, respect and care; a relationship where challenges can be openly discussed and there is a collaborative approach to finding solutions that enable the individual and the organisation to flourish. Motivation is a key goal of engagement, and together, they have been shown to bring benefits such as increasing commitment, purpose and energy, bringing benefits to performance, innovation, retention, customer service and other measures of organisational success.
But the times we are living in are very uncertain, so we need to think about engagement and motivation in the context of what’s happening. The acronym VUCA (volatile, uncertain, complex and ambiguous) is often used – and our current situation is high on all counts. So, how can we be the most engaging and motivating leader possible in this new reality? Having looked at different angles and research on engagement, motivation and VUCA we have five top tips.
Some leaders are used to doing these five things anyway. If these are new to you, you might want to seek some support from someone – you could forward this article to them and ask if they’d be happy to coach you, and to hold you to account as you try to lead your team in this new reality.