{"id":10178,"date":"2023-05-30T13:53:58","date_gmt":"2023-05-30T11:53:58","guid":{"rendered":"https:\/\/escp.eu\/thechoice\/?p=10178"},"modified":"2023-06-16T14:26:11","modified_gmt":"2023-06-16T12:26:11","slug":"how-to-stay-engaged-when-everything-is-changing","status":"publish","type":"post","link":"https:\/\/escp.eu\/thechoice\/tl-dr\/how-to-stay-engaged-when-everything-is-changing\/","title":{"rendered":"How to stay engaged when everything is changing"},"content":{"rendered":"\n

How can you stay engaged when everything is changing within companies and it becomes very difficult to have a vision of the organisation\u2019s strategy as it adapts to different contexts? Given the ever-greater uncertainty, ever-greater acceleration, etc., it\u2019s not surprising that employees, and managers in particular, are becoming less and less committed.<\/mark><\/p>\n\n\n\n

Besides, there is a crisis of motivation to become a manager.<\/strong> Those who are managers get pulled in many directions between collective work, the \u2018phygital\u2019 and new expectations relating to data, AI and the whole business of remote working now.<\/p>\n\n\n\n

\"Employee
Source: Gallup
 <\/figcaption><\/figure>\n\n\n\n

Let us begin with a definition.<\/strong> There are three ways of defining involvement at work, with the terms \u2018motivation\u2019, \u2018involvement\u2019 and \u2018engagement\u2019:<\/p>\n\n\n\n

– Motivation<\/em> is when you enjoy doing something, be it for intrinsic reasons personal to you or extrinsic reasons that come from outside.<\/p>\n\n\n\n

– Involvement<\/em> is when you enjoy doing something and in addition, you get a result. There is, therefore, a positive deliverable.<\/p>\n\n\n\n

– Engagement<\/em> represents a higher level again. It is when you enjoy doing something and you obtain a result but above all, you carry others with you. This case embodies the idea of influence and dynamism. And this is what companies are seeking: committed employees, managers who have some influence, who are group dynamics \u2018figureheads\u2019.<\/p>\n\n\n\n

\n

The pandemic and the crises that we have been through have led to a fundamental change<\/p>\n<\/blockquote>\n\n\n\n

So how can people remain engaged? It is very important to understand that the pandemic and the crises that we have been through have led to a fundamental change.<\/p>\n\n\n\n

The first change is that previously, when we spoke of engagement we were engaged to a group. Today, we are engaged to a community.<\/strong><\/p>\n\n\n\n

Previously, we were engaged to the company\u2019s brand, its products, the way our work was organised, to what we did. Today, above all with the arrival of the Alpha generation, we are engaged because we are part of a project that embodies a value, that embodies a mission, that is much bigger than the individual.<\/p>\n\n\n\n

We are engaged because we like the people with whom we work, and we work in a community. We are engaged because we can learn, because we can develop skills. It is clear here that we are no longer engaged to the organisation but to what it provides us with at the individual level.<\/strong><\/p>\n\n\n\n

\n

The expectations of employees who are engaged are no longer rational.<\/p>\n<\/blockquote>\n\n\n\n

The second big change is the root of engagement. Before, we were engaged because we could have a career, because we were paid well, because we had a future\u2026 Today, all the studies, including the latest by Gallup in 2022<\/a>, show that the expectations of employees who are engaged are no longer rational.<\/p>\n\n\n\n

They are expectations related to the way in which we work:<\/strong> kindness, being listened to, the manner in which we are understood, the way in which trust is perceived. It is clear that today, engagement is expressed much more in terms of relationships whereas previously it was in terms of production.<\/p>\n\n\n\n

\n