Читать книгу Manage to Engage - Pamela Hackett - Страница 14

As we cycle from recessions to tight labor markets and back again, it's clear that engagement still underpins business success. The COVID-19 pandemic showed us this. How you survive recessions, attract talent, achieve results, and keep your workplace safe are all impacted by engagement. Management practices stand to have the greatest impact on engagement. Better still, those that achieve high engagement have a competitive advantage.

So, how do I manage to engage? That's the real question for leaders today. How do I move from a moment like this, a great global reboot, to a positive movement where people volunteer to engage?

You'll notice I used reboot and not reset. It's an important difference in intent. Reset feels too much like it would be OK to go back to the default setting of old – old management models and processes, old organization structures and behaviors, rather than lean forward into a reboot. When you install new software on your computer you are asked to reboot, not reset. The difference? Your computer cycles through a restart but starts up better than when you shut down. New value is created.

So, how do we create that sense of volunteerism we saw in the height of the pandemic, in a postpandemic world of bipartisanism, fear, and distrust?