A sustained source of energy

Engagement – a source of energy that never dries out

We must acknowledge the importance of engagement

Engagement means everything. Research shows that when we are engaged, our efficiency, productivity and value creation increase by a factor of 4 compared to a scenario where we “just” go to work with no other motivation than making a living.

Engagement – a source of energy that never dries out

In a time where Europe as a whole is drifting down the list of the world’s richest regions, and our almost constitutional welfare is under threat, we think it would be refreshing to turn the conversation to other subjects than productivity, stress, attrition and early retirement benefits. These are not unimportant subjects, but we believe they are merely symptoms of something far more fundamental of which Patton already in the 1940s approached the core: engagement.

Engagement means everything

Research shows that when we are engaged, our efficiency, productivity and value creation increase by a factorof 4 compared to a scenario where we "just" go to work with no other motivation than making a living. Viewed in this light, there is no sense in measuring a workday in hours and minutes, and that is exactly ourpoint. There ARE only 24 hours a day.

On the other hand, there areno limits as to what we are capable of achieving when we are engaged. We all know the feeling of forgetting about time and place because we are passionate about what we do. And what is more fantastic is that we generate at least the same amount of energy as we spend in the process. In other words, we are talking about a sustained source of energy capable of solving all the above challenges. Does it sound to good to be true?

When you equate seemingly intagible concepts as energy with financial results, your discernment as a lead will be questioned - do it anyway!

The answer is no. For even though not much has happened since Patton, we know what stimulates engagement - namely purpose, autonomy and mastery. Then, what can we do? First and foremost, we must acknowlegde the importance of engagement, and that we can make a difference by assuming responsibility and taking charge of it. All we say and do must be saturated with the difference we make - not the money we can earn - and we must constantly focus on being exceptionally competent at what we do.

At a personal level, the company also has a great opportunity of creating a better life and, thus, a better worklife for its employees. And yes, it is about physical health, but just as much about a mental change of gears where we simply break away from bad habits that ruin engagement. We could, for instance, reduce the number of rules and procedures that create indifference and fear of decision-making, and we could refuse to accept open phones and email communication during meetings, which, by they way, are often way too long.

A recent global survey indicates that only 14% are fully engaged in their work, and although we plume ourselves and assume that the percentage is higher in Scandinavia, the potential is huge. Knowing quite well that we will never reach 100%, a conservative estimate is that we in Scandinavia alone miss out on more than EUR 50 billion a yea in additional value creation.