Fuel Employee Engagement by Asking These 3 Questions

Do you know your people? Do you really understand what makes them tick and motivates them to come to work every day? Conversely, do you know what would make them leave your organization? A?defining attribute shared by great leaders is the ability to garner followership. A way to do this is by truly getting to know people. These leaders understand the value in taking time to connect with their employees. There are many ways to engage with direct reports. One effective technique I recommend is to ask employees 3 simple thought-provoking questions:?

1. Why did you originally join our organization??
2. What keeps you here???
3. What would make you leave???

These questions can set the stage for insightful dialogue aimed at evaluating the satisfaction level and motivators of employees. Weaving in the questions as part of a casual conversation in an informal setting (e.g., coffee shop) is ideal. People tend to be less guarded. When done effectively, from a place of genuine caring and confidentiality, you will be surprised just how honest and open people will be. The insight gained can be invaluable toward fueling employee engagement, bolstering retention, and heading off any unforeseen issues.

I was working with an executive leader who used this approach with a high potential middle management employee two layers down in the organization. When she asked what made them come to the company he replied, “the opportunity to be with a growth organization”. They went on to say that they stayed, “because of the people on their immediate team who worked together well to achieve goals”. When asked the final question regarding what would make them leave, they admitted they were, “not as happy as they had originally been due to the communication style of their new leader (my client's direct report)”.?Probing further allowed the executive to uncover that the employee was indeed starting to contemplate an employment change. The discovery process not only allowed the executive to build trust with the manager, it also magnified the development needs of the new leader on her team. The executive asked the employee to give her time to rectify the situation and provide the proper coaching to their new leader, and the manager agreed. The final outcome? The high potential manager remained with the company and was promoted within a year. Their boss worked to improve her communication style, receiving high marks from her team and peers. It was a win, win, win -- for the employee, the new leader, and the company.

Taking the time to know people helps to gain trust and followership.??Asking three simple questions can engage and retain great people.?