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Viewpoint

Published February 2010

The Science of Engagement

 

  Michael Lee Stallard

Most leaders focus on achieving task excellence, and with widespread use of Six Sigma, Lean and benchmarking, the quality of our work has certainly gone up. But focusing on task excellence alone is not enough, thanks to a systemic failure to simultaneously establish and maintain relationship excellence.

Research generally shows that 75 percent of employees in organizations are not engaged in their jobs. Some 15 to 20 percent of this group is so disconnected that they work against the organization's interests. Typically people with power and influence, those in management and employees recognized as stars feel connected, but a significant number of employees do not. Over time, these disconnected employees stop caring, stop giving their best efforts, stop aligning their behavior with organizational goals and stop fully communicating.

When people feel disconnected, silo behavior, personal rivalries and other forms of relationship failure that impede the flow of knowledge are prevalent. A disconnected employee who has knowledge or information contrary to management's view or the consensus view tends not to share it. When this occurs, decision makers do not have the information required to make optimal decisions. Then suboptimal decisions are made and organizational performance suffers.

Research has identified a force or a connection in organizations. This bond, based on shared identity, empathy and understanding, moves self-centered individuals toward group-centered membership. If knowledge traps are the cholesterol of organizations, the force of connection that fosters relationship excellence is the statin that breaks up knowledge traps, restores knowledge flow and keeps the environment healthy. Greater knowledge flow is essential for leaders to be better informed and make better decisions. Greater knowledge flow also fuels the marketplace of ideas that stimulates innovation.

Connection is particularly critical today. It helps employees pull together through tough times rather than retreat into a state of relational isolation, fear, distrust and finger-pointing that can sabotage performance.

There is evidence across many fields of knowledge that confirms the positive effect of connection. Neuroscience research has established that when stress rises, levels of the stress hormone cortisol rise in the human bloodstream, and this biological change can make human beings behave in a reactionary or rash way. Feelings of connection reduce cortisol levels to help individuals remain calm and rational during stressful periods. Neuroscience research also has shown that feelings of connection boost hormones, including dopamine, serotonin and oxytocin, that make us feel more energetic, more confident and more trusting of those around us.

From the field of psychiatry, we learn that psychiatrists see a continuous flow of people from the business world. These patients experience feelings of boredom and emptiness, and they don't know why. Many begin to self-medicate by seeking thrills, taking excessive business or sexual risks or numbing the pain with substance abuse. Professor Manfred F.R. Kets de Vries at INSEAD also has recognized this pattern in his research of CEOs — which shows that the dangers of disconnection extend to the C-suite as well. Psychiatrists treat these disconnected individuals by helping them to bring more human connection into their lives.

The Corporate Executive Board's 2004 study of 50,000 individuals worldwide established that employees who feel more engaged and connected are 20 percent more productive than the average employee. During economic downturns like the present, the productivity gap is even greater between employees who feel connected and those who don't. Imagine the cumulative effect of an additional day of productivity a week on an individual's career.

Connection moves people to give their best efforts and align their behavior with organizational goals. It engenders loyalty and increases productivity, innovation and overall performance.

Being intentional about developing task excellence and the relationship excellence that comes from connection is the key to unlocking corporate potential. It is the next step in the evolution of organizations.