Читать книгу Manage to Engage - Pamela Hackett - Страница 12

We won't recover this time with the same approaches we used coming out of previous crises. This time a radical transformation is needed. We all know people are the future. But this time we need to prove it. Not just unlocking their potential for the company's sake, but allowing people to bring their best selves to work. This demands something new of managers, something that also needs to be measured differently – something more engaging. This book, I hope, will lead you through some suggestions on both.

Prior to COVID-19, a revolution was unfolding at work. People felt we had curtailed the drive to be the best we can be in the pursuit of quarterly results or improved productivity; their organizations had become shackles. People were underengaged. They had not quite self-organized into engagement movements, or anti-management rallies, to oust what they perceived as poor leadership, but the many were growing less tolerant of the few. They may not have taken to the streets yet; they suffered in silence. It didn't mean the urge wasn't there. It's just that they hadn't yet found a way to topple these flawed corporate regimes that did little to inspire us. We had not quite figured out how to rise for a cause. But things were changing. Companies were struggling to find or keep skilled people. People were voting with their feet.