We Were Wrong About Employee Engagement. Here's Why.

I, maybe like you, have been consuming a fair amount of media surrounding the quiet quitting trend. It seems like everywhere you turn there’s a new interpretation of its meaning and impact. I take in the information and filter it through different parts of myself: the former CHRO in me doesn’t really think twice – I've seen this before in some form or another; the executive coach in me sees the situation through the eyes of my clients; the mother in me thinks about my two young adult sons who have heard hustle culture knocking at their doors and calmly and promptly replied, “no, thank you.”

In many instances, employee engagement is the suggested antidote to this movement. But I came upon a Forbes interview with William Kahn, professor of organizational behavior at Boston University, that hits at the heart of the matter.

In 1990, Professor Kahn was credited with coining the term “employee engagement” after publishing a study on individuals and their roles in the workplace. After the study was published, employee engagement grew into what we know it to be today: the art and science of retaining talent who bring their best to their work.

But in this interview, Kahn reminded his interviewer that the term he coined, and the focus of his study back then, was not employee engagement, it was personal engagement, asking the question, “what does it mean for a person—a human being—to bring more or less of themselves into their role at work.”

It’s amazing how language can shape the trajectory of ideas.

He went on to say that by relabeling his initial concept, we started centering job status before personhood. In the eyes of the employer, employees were employees first – not people. Today, the way we’re trying to engage people at work, to address the quiet quitting trend - is missing the point.?People report working harder than ever, but their engagement in their work is alarmingly low.

So, what does it look like for leaders to promote personal engagement on their teams? And how does personal engagement correlate to organizational and team success?

First, it helps to clarify what “personal” means here; it’s simply defined as “of, relating to, or belonging to an individual human being.” We often set up a false distinction at work between the personal and professional – while we may choose which aspects we show to others at work, we are the same person whether at work or in our personal lives. Engagement is what happens when individuals bring more of their full selves to their work: their energy, their gifts, their passion and their emotional commitment.

With all of this in mind – there are a few ways to shift engagement efforts so that we start with acknowledging the whole person in front us instead of compartmentalizing them:

Truly see your people.

One of the most powerful actions you can take as a leader is to observe your people: it is a basic human need to be seen and appreciated for who you are. When you pay close attention, you’ll start to notice what gives them energy and what depletes it.?You’ll also notice that there are behaviors and tasks that come naturally to them. Maybe Kelly has a natural talent for making new friends at office gatherings. Maybe Briana’s desk is always pristine. These observations can tell you a lot about what someone values, and what their natural inclinations are. They can also help you discover that person’s X-factor – their unique intersection of talent and passion. If you take time to observe, listen and take action around the unique passions and tasks that inspire each person as an individual-– you’ll see the separation between the person and employee dissipate as their authentic selves align with their work, and their motivation and performance increases.

Know what your people want from their work – and from you.

While it might be nice to imagine that your employees’ passions and purpose are played out daily working for you and your organization, this is not the whole story. Everyone needs something different from their workplace, and a lot of these differences depend on how someone grew up and what needs were and were not met. Some people may just be looking for financial security from their jobs. Others may look for much more – success, attention, praise, or flexibility etc. Leaders who understand their employees’ drivers can help steer them towards the roles they are most likely to feel excited by. ?

Deliver “one-size-fits-one” leadership

Just like everyone has unique reasons for doing what they do for a living, they also have unique needs within their careers, especially with their direct managers. When leaders honor their team members’ differences and deliver personalized leadership, they create an engaging and inspiring environment in which people deliver their best work.?In the end, your people know how they work better than you do. Work with your direct reports to understand their needs and co-create working environments that are conducive to their motivations, preferences and work styles.

Employees are people. Successful teams and organizations are run by leaders who are willing to make it personal: seeing them, meeting their needs and celebrating their unique gifts.

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