Читать книгу Manage to Engage - Pamela Hackett - Страница 17

What if we cast a brighter spotlight on the current workplace crisis? It isn't right, nor appropriate, that so many feel so disconnected from something that consumes the best part of our lives: our jobs. And in times of mass unemployment, it's also not right to rely on a loose labor market to motivate people to bring their best selves to work.

Untapped people power is the greatest access to competitive advantage we have ever had. Tap into it and you have the greatest uncapped advantage to leverage of all time.

It is completely possible to make a difference to those around you by the way we manage and lead. So, this is a call to action for the people who manage teams at every level. From the front line to the top dogs. We need to change the way we engage – at a very fundamental level – and this means to manage in order to engage. A reality check is long overdue. We need a reminder of the impact of our workplaces on our wellness, our lives. Our work fills our brains so we can't relax or sleep, affects our health, our happiness, our relationships, our friendships, and our financial security. Underengagement costs us emotionally, personally, and financially. Our engagement levels come with a measurable price tag. This is an economic need, a societal necessity, a quality-of-life issue bigger than any problem business faces today. It affects how we restart from pandemics, bounce back from recessions, deliver our improvement programs, and transform our organizations and cultures. It drives the results of our companies as well as our personal welfare and life satisfaction. Addressing this situation is the greatest change project for the twenty-first century. It propels everything from innovation to survival, and it needs to start now.

We must feel engaged in our jobs. We should be enthused, not jaded; fulfilled, not drained. We are truly “in it together.”