The old saying “the only constant is change” strikes again. What was originally donned as “employee satisfaction” more recently evolved to “employee engagement.” And just when organization’s were starting to make progress, the game has changed again – And with it, a new set of norms & measurements. While each concept revolves around harnessing the potential of employees, they are not interchangeable. In the realm of ELTs, understanding the nuances between an activated versus an engaged workforce is crucial for unleashing the potential of their leadership teams and cultivating a thriving organizational culture.
Why is this important?
The pivot between engagement to activation is a core initiative unfolding before our eyes. LAK Group is leading the charge by providing new, relevant experiences that contribute to the activation of key leaders. With core programs, like ORIEL, leaders are able to not only learn how to activate themselves, but also those around them. These types of development experiences are contagious because they offer something that is consistent & constant – unlike traditional forms of development & engagement.
Simon Sinek might say it best, as he tells a story about what would happen if we only went to the dentist twice a year, without the consistency of brushing our teeth daily. Obviously, that doesn’t go over too well. Similarly to only focusing on activation & development twice a year, the results are not sustainable because they lack consistency.
However, if we see the dentist twice a year (engaged), and have consistency with brushing our teeth daily (activated), we will have a bright, pearly smile. Sustaining employee activation requires fostering a message and approach for daily consistency. To learn more about ORIEL, contact us today.
Activated Vs. Engaged Workforce:
At first glance, an activated workforce may seem synonymous with an engaged one. However, the distinction lies in the depth of commitment and aligned involvement. An engaged employee may exhibit enthusiasm and dedication to their tasks, but an activated employee goes beyond mere participation. They are aligned with the company values and are proactive in seeking opportunities to contribute, innovate, and buy into the organization’s overarching goals.
Active Does Not Equal Intentional or Motivated:
It’s essential to recognize that active team members are not necessarily the most intentional or motivated. While some employees may exude energy and outspokenness, others may demonstrate their dedication through quiet diligence. Leadership must look beyond surface-level indicators of engagement and acknowledge the diverse ways in which employees contribute to the company’s success.
Silent Diligence:
In a bustling workplace, the quiet achievers often go unnoticed. However, just because an employee isn’t vocal about their accomplishments doesn’t diminish their value or commitment. These individuals may possess a strong internal drive and focus on delivering exceptional results. By recognizing and appreciating silent diligence, organizations can foster a culture of inclusivity and appreciation for all types of contributions.
Desire for Organizational Success:
Activated employees are driven by a deeper purpose beyond the paycheck. They are emotionally invested in the organization’s mission and vision, striving to make a meaningful impact beyond their individual roles. These individuals embody the ethos of teamwork and collaboration, understanding that the collective success of the organization is paramount.
Building Trust and Empowerment:
Leadership plays a pivotal role in cultivating employee activation. Fostering an environment of trust and empowerment is essential for unlocking the full potential of team members. When employees feel valued, respected, and trusted to perform their roles autonomously, they are more likely to be activated and fully engaged in their work.
While employee engagement is undoubtedly important, striving for employee activation offers a more holistic approach to maximizing workforce potential. By recognizing the nuances between the two concepts and prioritizing trust, empowerment, and inclusivity, leaders can cultivate a culture where every team member is inspired to contribute their best, be a proactive problem solver, and drive the collective success & innovation of an organization.