Employee Engagement is a measure of how passionately employees feel about their jobs and workplaces.  With over 20 years of extensive research on Employee Engagement the Gallup organization states that “A highly engaged workforce means the difference between a company that outperforms its competitors and one that fails to grow.”  Workplaces with more engaged employees produce better business outcomes including employee retention, customer satisfaction, productivity and profitability.


While Employee Engagement can appear vague and mysterious, when viewed through the lens of four levels of workplace needs and the essential questions all employees are asking, leaders and managers can better understand how to drive engagement through implementing EOS®.  This is the third in a series of four blog posts:

  • Part I: Basic Needs – What do I get?
  • Part II: Individual Needs – What do I give?
  • Part III: Teamwork Needs – Do I belong here?
  • Part IV: Growth Needs – How can I grow?



Part III: Teamwork Needs – Do I belong here?


After employees basic and individual needs are met, employees wrestle with whether or not they can be a valued contributing member of a high quality team in an environment that allows for genuine friendships to develop.


Engagement Driver #7: Opinions seem to count

In all settings of life, people need to feel like their opinions matter, and this is particularly true in the workplace.  Employees need to be involved in key decisions that impact their role.  Managers that either don’t acknowledge employee’s ideas or make decisions without every circling back to the employee to explain why, are demotivating their workforce.


  • Issues Solving Track™: Every employee should be in a weekly Level 10 Meeting™ where they have the opportunity to bring issues, as well identify the root cause of those issues, and in the discussion of how to solve issues. Problem and solution identification should be allowed to come from anyone in the organization, regardless of title or level.




Engagement Driver #8: A motivating organizational purpose 

People need a sense of purpose in life generally, and particularly need a sense of mission at work.  Employees need to feel like their role is connected to the larger purpose and mission of the organization they work for, and that the organization’s purpose is making a positive impact in the world.

  • Vision – Shared By All: We encourage companies running on EOS® to have Quarterly Townhall Meetings where the two-page Vision/Traction Organizer™ is shared with everyone in the company. This allows everyone to be reminded again of where the company is going and how it will get there, including the Purpose, Cause or Passion of the organization.



Engagement Driver #9: High standards of quality work for all

Few things are as demotivating for highly productive workers than colleagues who are not held to the same high standards as they are producing.

  • All employees should be assessed formally annually using the People Analyzer™. Warning lights should turn red for employees who are not doing quality work as the “Gets it, Wants it, & has the Capacity to it” aspect of the People Analyzer™ will identify workers not producing quality work.  Managers need to then use the “Three Strike Rule” to give employees who are below the bar sufficient time to get their performance above the bar.



Engagement Driver #10: Having great friendships at work

Employers need to promote the social aspects necessary for human flourishing.  People are social animals and their workplace is a social institution.  Managers need to ensure there is a high degree of loyalty and trust amongst their employees.

  • A Healthy Organization. Organizational and relational health is essential to business success.  And like all other organizational traits, it starts at the top.  The leadership team of the company need to continually work on their relational health with each other, including intentionally taking time to build trust with each other.  The relational health of the lower levels of the organization will never rise above the level of the leadership team’s health.



So What?

  • When you reflect on your leadership and management style, how might you improve by being more mindful of the drivers of employee engagement?


Next Steps

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