If you watched the last Oprah show yesterday – you were among the millions! Good company, too.
For the first segment, I know I wasn’t alone, when I thought she was speaking directly to me.

Do what you are called to do. Let your gifts shine through.
Each one of us was put on the Earth to channel that energy we have – positive or negative, it’s all just ENERGY.

I was working with a group yesterday on the topic of Employee Engagement. In that setting, I reframe energy, as “How do you Show Up?” When you get out of bed, brush the pearly whites and roll into work – How do you CHOOSE to Show Up?

There is a mantra I live by – “Live as if…” I’m not sure where I picked it up, but it truly stuck. It’s a guiding beacon for how I CHOOSE to Show Up. There is a big distinction between “Live as if…” and the dreaded verbiage of “Fake it ’til you make it.” I’m working with my coach, Jane Deuber, who is showcasing a light on the BE-ing of being an entrepreneur. Not faking our way and hoping no one notices, but BEING.

Not just semantics – a Distinction.

Fake it ’til you make it has the internal push against something not even I believe to be true. I go through the motions. Mostly unconscious, expecting nothing to ever really – or truly – change as a result. This deadly mindset trap also is rooted in a place of disbelief. Fake it ’til I make at it’s core is about somebody finding me out. It’s a lie – it’s not me at my authentic self.

Life as If…here is a world where my belief, and the actions I choose as a result – give me HOPE. A hope for something I am helping to create. Whether it’s a more positive workplace, a stronger community campus. Or for me, A World Class Tennis Champ. True. I love tennis. And I show up differently, when I Live as If. I choose actions that propel me forward with the gusto and desire to Live as If this was absolutely true. I bask in the glow of what the vision I hold for my future – the “as If” part – today, in the moment. Okay, I may not be playing at Roland Garros in Paris this week. I am choosing actions that support my desire and belief to be my best on – and off – the court. I’m living a certain way – one in which propels me TO something.

It’s when I’m Living as If – I start from a position in which my gifts are allowed to shine. My actions embody my gifts and my choice. My life is NOT one big polished tird looking like a diamond, waiting to scratched or nicked so when the varnish comes off – you see it’s a big tird.

Instead of faking it, BELIEVE it and Live as If.

Last night I watched The Voice with a jaw-dropping smile and grin as I rooted for The Judges – CeLo, Christina, Adam and Blake – to hit the button.

What I love about this show demonstrates a way of being that we can Champion others in pursuit of their dreams. It’s not another reality show where the point is to watch someone be humiliated publicly – or ridiculed in front of others.

There’s much to learn from this show:
1. Start with Really Good People. Whether you are a leader in your organization, a hiring manager, or someone putting together a group – get really good people to want to be with you.

2. Find your Coach. Who in your life can support and champion your passion, energy and effort? We all need a Christina or CeLo in our life who can help us see the future, nudge us along and support our needs in getting just that – the success you desire.

3. Starting Seeing the Success in Others. It’s amazing how differently I felt watching this show than other Reality TV. When you can approach a conversation with someone from the point of view of Success vs. Problems or Obstacles you get to notice people can actually rise up to that. When we shift our patterns of language to something we want – vs. something we want to avoid; again notice the energy and engagement of others in this. It also has an amazing ability to spark us to action. Driving us to the results we desire.

I’m hoping this is a positive shift in Reality TV. I’m hoping these 3 easy lessons are something more of us can put into practice so that we, too, can find our Voice and champion ourselves and others to new heights of success.

I just facilitated a session for leaders at the University of MN on Employee Engagement. One of the challenges in today’s higher education system is the issue of funding. When many Universities and colleges rely on state funding, Higher Ed has seen it’s share of layoffs, cutbacks and furloughs. The outlook still looks bleak.
Managing in that type of an environment takes more than effort and commitment. It takes intention. Managers today experience the “stay and quit” syndrome. Employees simply give up, burnout, and just stay – because the job opportunities don’t seem to be as plentiful.

According to the Corporate Leadership Council (CLC), there are two types of commitment employees put forth: Rational and Emotional. Rational commitment is defined as “the extent in which employees believe that managers, teams and organizations have their self-interest in mind. Basically, do you care for me as a contributor to your organization? Emotional commitment is “the extent in which employees value, enjoy and believe in their jobs, organizations, teams and managers.” Sum it up – do I like you?

Both types of commitment impact Performance and Retention.

Being able to create both kinds of commitments for employees is important. If I have to pick one to focus on I go for Emotional Commitment. When this is present this seems to install a belief in the employee that allows them to connect and engage differently that just having the rational commitment present. When present, there is a “go above and beyond” effort displayed by employees. There is also a stronger desire to stay with the organization.

Here are three things to increase Emotional Commitment with your employees:

1. Be sure a line of sight is present. Make it explicit on how each employee’s contribution and output impacts the accomplishment of the organizations goals. Everyone from the C-suite to those that keep the place running day-to-day. Explicitly known.
2. Reinforce the values in which the organization holds true. Not just in formal communication and placards that hand on the wall, but through the ways in which you lead and manage your team. Answer the question, “How does the way in which I show up exemplify the values of our organization?”
3. Create the opportunity to get the pulse of your organization regularly. Not just through your annual satisfaction survey, but through Leader Listening Circles, Town Hall Meetings, and informal dialogue with employees. The key here is the ability to LISTEN. It’s not the time to defend, justify, and rationalize your decisions to the group. It’s a time to HEAR, feel, and get it (the pulse!).

Got it? Good.
Putting these measures in place will help you retain the really great employees you have, and it might just shift the curve of engagement in your favor!

What increases the likelihood that your employees will jump out of bed and say, “Cool – I get to go to work today!”?  You can look to the research from any of the big companies to determine a course of action.

You can buy your employees this alarm clock that will get them out of bed.

Or.  I offer up 3 simple things to make sure you have in place that will enable your employees to get out of bed in the morning and fully show up.

1.  Vision. Where are you headed?  What are you about? More importantly, how do your employees fit into helping accomplish this – everyday?  Leaders need to be spearheads of creating and articulating the vision.  Great leaders are going to take the time to share this, and fold in how you and I contribute.  Everyone.  The person in the mail room all the way to the person in the board room.  Everyone!

2.  Competence.  Can I perform the tasks I’m assigned in way that instills confidence in me and my clients?  It’s about a great job-person fit.  Or better yet, Organization-person fit.   I love the stories I’d hear about Southwest hiring for attitudes.  Boil down what’s most important – the skill set you can’t give on – and go after that.  When people are competent they gain confidence.  Confidence leads to a higher sense of personal mastery.

3.  Clear R&R. When you can have a crystal clear understanding of roles and responsibilities you gain even a better understanding of what’s expected.  A set of undeniable expectations help employees succeed.  It also provides a framework for leaders around feedback, development and coaching.  What do we need to do? And for who?  Clear R&R plays a key role in setting priorities for the organization.  In a time when many are being asked to do more with less – stakes in the ground around what’s important is needed to drive the work towards producing results. If every thing is important – than nothing is important.

Well, there’s always the roll away clock.

Getting feedback can be vital to growth and development.  Many managers don’t give feedback (1) often enough, or (2) in a way in which people can hear it.  Some managers don’t like to get feedback themselves and therefore, when they dole it out their staff really don’t want to hear it.  As a manager, someone responsible for the development of their employees, it’s important to also be open to receiving feedback. Try using the Coach Approach to giving and receiving feedback.

Next time you have a one-on-one with an employee (I hope you ARE having these), and you want to give some feedback how about starting your conversation like this?

Let’s talk about the communications project you recently completed.  On a scale of 1 – 10 (1 low, 10 high) how did it go?

When the employee gives a number, ask “What would have made it a 10?” And then listen, really listen.  You might also be able to add your input, but this comes after your employee has had a chance to tell you some ways in which they could’ve made it a 1o.

Now, what’s going to make this dialogue even better is when your employee has a higher level of trust with you.  How do you increase your trust? Simple.  Start asking for feedback yourself.  And use the Coach Approach.  I heard a story from a coach who used this with his son.  He’d routinely check-in and ask, “So Johnny, on a scale of 1-10 how was I as a dad today?”  Gutsy, right?  Yep!  You need to be open to what the number is – and following up by asking, “what would have made you say 10?”

Ask the question.

Be open to the response.

And see what you might be able to do differently next time.

On a scale of 1-10, how useful is this method for you in getting feedback?

(What would have made it a 10?)

Who knew Oprah and the Black Eyed Peas could teach us a thing or two about Employee Engagement.  I was asked today to provide an example of a short, inspiring video that could be used by an OD practitioner.  What came to mind was the viral vid that’s been circulating the web since September.

I believe this video teaches us two important lessons on engagement.  Take a look what do you see that relates to engagement here?

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1. Provide clear direction.  This was accomplished through rehearsal and practice, by the some 20,000 who chose to participate in kicking off Oprah’s 24th season.  When people are provided a clear sense of direction it’s amazing what can be accomplished.  In the workplace or on the streets in Chicago.
2. Co-create with your group.  This one I think is the biggest lesson.  After viewing an interview with the director of the video, it was clear that the Black Eyed Peas put ego aside to co-create.  In a typical rock concert the spot light is on the stage.  Here the spot light extends all the way down Michigan Ave.  They let the audience in.  They let the audience be part of the show.  Takes a confident leader to allow this, don’t you think?

Research from the Corporate Leadership Council suggests that by simply providing a clear direction to the goals of the organization can yield an increase in up to 34% in effort.  What do you think the impact to engagement is when people get to be part of the “show” and co-create with their leaders?

Is it possible to have people be more engaged by asking them to daydream?

Give these next question some thought, or better yet let yourself day dream a bit…

• What does your ideal day at work look like?
• Envision it as if you leaped out of bed thinking “I get to go to work today!”
• What are you doing?
• With who?
• Where is this ideal work taking place?
• How does this work feed your values?
• What is it about the work that provides you energy?

Engage yourself in the simple act of day dreaming about your ideal work.  The power of visualization works for athletes and execs – it can work for you too.

Find yourself a comfy chair. Give yourself 10-minutes.  Think of it as a stay-cation.  And allow yourself to be in the dream.  Put your limiting beliefs aside, and dream. After day dreaming, ask yourself, “what are the nuggets from your dream that you can start to attain TODAY?”

I conducted a workshop on Career Exploration today and invited participants to day dream. One participant’s dream revolved around being a Writer.  And then the list of limitations unfolded on why that couldn’t happen.  As she looked for permission to throw the dream away, I asked her how might writing show up more in her work today? This dream gave her energy, the limitations filled her with fear.  Being able to weave nuggets of your dream into your daily work might just give you the boost to become more engaged.

It might even give you the courage to jump into the pool with both feet and DO something about your dream.  So, I say dream!

Now is not the time to be motivating staff with the mantra of the past. Do more with less. It may have worked the last time budget cuts and staff reductions occurred. It won’t work now. For many, the life has been sucked out in the forms of 401K dives, family members who have experienced job loss, and a huge net of low morale cast over the organization.

Try this on for size, “Do Less with Less.”

This messaging is not just about spin. It’s about re-prioritizing. It’s about being strategic.  It’s about Engagement.

This method of engagement is what your team can hear. And you have to believe it.

It means looking at the priorities of the organization and determining what’s: (1) Essential, (2) Necessary and (3) Nice.  During this time of re-prioritization, if everything is important then nothing is important. 

Taking a note from Dialogue & Deliberation, this is a process to engage your group and get the buy-in (and input!) around setting priorities for this new normal.  Start with these steps:

• Convene a diverse planning group
• Determine resources needed
• Create a clear intent
• Involve decision makers
• Recruit & train facilitators
• Recruit participants
• Inform the system
• Convene the event
• Follow up & follow through

The purpose behind this is to strengthen relationships while generating innovative solutions.  Solutions that involve and inspire your group.

More than ever your team needs to be involved – and by all means, avoid asking (or telling) them to do more with less.  This will be the straw that cracks that back of the team.

Appreciative Inquiry (AI) has been used in organizational change efforts for a number of years now.  Can you use AI for Employee Engagement?

Here’s the 6 Fundamentals, as outlined by Whitney & Trosten-Blooms, that I believe have staying power with creating employee engagement that produces results.

• Freedom to Be Known in Relationship
• Freedom to be Heard
• Freedom to Dream in Community
• Freedom to Choose to Contribute
• Freedom to Act with Support
• Freedom to be Positive

Here’s what managers and supervisors can do to leverage this approach without being Pollyanna.

Freedom to Be Known in Relationship – where are there opportunities to see your employees outside of their job or role?  What kinds of conversations can you create build relationships with your staff? Humans are a connected-species. Sure, work defines us, but it doesn’t have to completely define who we are. We find connection and relationship through conversation. Harness the potential for relationship with your staff that models the type of relationships that allows them to connect fully to you and your organization. 

Freedom to be Heard – this involves your curiosity, empathy and compassion. How do you let your staff be heard? Open-door. One-on-one’s. Asking vs. Telling. When people are being heard, they open themselves up. This openness fosters employees to bring their complete capabilities to your organization.

Freedom to Dream in Community – this is about the vision. How connected is your staff to your vision? The vision of the organization? Do they have a clear line of sight on how they contribute to that vision? 

Freedom to Choose to Contribute -  this is key! With choice comes empowerment. How do you foster this contribution to projects, tasks, assignments? (Hint: Asking vs. Telling)

Freedom to Act with Support – when “people know that others care about their work and are anxious to cooperate” they build trust, achieve results and delight with surprise. How do you support your staff to take on new challenges? How do you treat mistakes? Easy to own up to, or catch me in you can mentality. Your trust and support is key to increased performance.

Freedom to Be Positive – we get more of what we focus our intention on. What conversations are you creating?  Threats, Weaknesses or Opportunities, Aspirations. Which do you want more of in your organization?  Focus the conversation on that!

Choose one Freedom to try on this week.  Focus some effort and intention on this one freedom.  What results to you want to achieve?

I did a session a couple of weeks ago for staff at the University of MN on Engagement.  In preparation, I did some research on the topic – it’s even more critical in today’s world!  I kept coming up with information written for managers.  What managers could do to increase the engagement, or line of sight, with their employees.  (Part of my research exposed me to the 10 C’s by George Ambler, of the Practice of Leadership) Great, but what if your manager is like other in leadership who seem to becoming increasing disengaged in their own work? Here’s what we get to control:

✓ Clarity

✓ Communication

✓ Career

✓ Collaborate

✓ Confidence

I wanted this workshop to be geared towards employees. Employees who after a quick shot of 45-minutes could control their own Engagement and not have to rely on whether or not their manager was going to do something.  Yes, I do believe that managers/supervisors play an important role.  AND, I wanted to give some options – choices – to employees.  With choice, one can feel empowered! That was my aim for the session.

The X Model

I introduced the X-Model from Blessing White. I’ve gone to this well a number of times for really great resources on Employee Engagement and Leadership Development.   The model depicts an apex, or overlap where the organization and individual are getting their goals met.  This apex is where employees have maximum satisfaction and organizations see maximum contribution.  Cool view if you can get to the apex.

What might you do to get even closer – or stay in – the apex?

What can the individual employee do to take control of their own engagement?

The 5 C’s:

Clarity.               Clarity in your role and responsibility within the organization. How does the work you do on a daily basis contribute to the mission of your organization?  How does your unit contribute to the overall mission of the organization?  Asking for this clarity from your manager, if you don’t already have it is one step to take in increasing your own engagement.

Communication.          Regularly have conversation with your manager about your work and your department. This can be formal, like weekly one on one’s. It can also be informal, just stopping in to connect.  You might even think about your customers or other stakeholders – how have their needs changed in today’s world? Do they still need the service – or experience – you provided them in the past? Or does something need to change to meet their changing needs?  Talk about it.  Get in it! This type of communication is important when it comes to engagement.

Career.              Find ways in which to have rewarding and challenging assignments, duties, projects, or conversations that will help advance your career – or that will challenge you to think differently in your current career. It’s about networking. Create relationships that you can foster and cultivate. In your organization and out.  Another way to enhance your career is by creating an Individual Development Plan with your manager.  This allows you to take control of your own career development.  It’s also helping with the second C (Communication) of Engagement as well.

Collaborate.            Research shows that when people can work together in teams they develop trust and cooperation; they outperform individuals and create relationships with each other.  These are key ingredients found in people who are truly engaged in the work they do.

Confidence.            Being able to develop in an area in which you are competent and confident creates a stronger sense of engagement with your work.  Ask yourself, what is a relevant area that benefits both you and the organization in which you can focus some energy around and increase your confidence?  The key is to find the overlap between your needs, wants, and interests and those of the organization. We tend to feel better about the work we do when we know what is expected and when we have the skills to be successful with it.

It’s about developing confidence, not becoming complacent.

When you look at these 5 C’s which one of these can you try on this week? Put your focus on this one C for the next couple of weeks.  Might it have a difference in your level of engagement?  I can tell you it’s not going to subtract from it.