Change with impact

Personal engagement

Less than 1 out of 5 employees is fully engaged at work

One of the real and still hidden resources of your organisation is the level of energy and engagement that people gain and provide – both at work and in their private life. The key is understanding how effective personal energy management will help us achieve higher performance and life quality.

Personal engagement

Research has shown a close link between engagement and sustainable high performance, health and general work and life quality. Nuanced understanding of what increases and drains human energy, respectively, makes individuals able to prioritise and invest in what supports engagement and, thereby, increases individual and organisational capacity for performance and change.

The framework we use is based on the work of Implement Consulting Group and the Human Performance Institute in the US. Focus is on how to learn to be fully engaged and access our best performance when needed. We do this through four main principles for high engagement:

  1. Energy management
  2. Engagement and recovery
  3. Building human capacity
  4. Creating true change through change of habits

Only 15 to 20 percent of people say that they are fully engaged at work - leaving a huge potential.

 

Articles

  • The Making of a Corporate Athlete

    If there is one quality that executives seek for themselves and their employees, it is sustained high performance in the face of ever-increasing pressure and rapid change. But the source of such performance is as elusive as the fountain of youth.

  • Manage Your Energy, Not Your Time

    Steve Wanner is a highly respected 37-year-old partner at Ernst & Young, married with four young children. When we met him a year ago, he was working 12- to 14-hour days, felt perpetually exhausted, and found it difficult to fully engage with his family in the evenings, which left him feeling guilty and dissatisfied. He slept poorly, made no time to exercise, and seldom ate healthy meals, instead grabbing a bite to eat on the run or while working at his desk.

Harvard Business Review
  • Aim for motivation

    Leaders who want to become better at evoking motivation and engagement have to work with their way of thinking and focus on seeing the intrinsic motivation within all employees.

  • Unmotivated employees? The arrow is pointing at you

    You have no unmotivated employees – they are actually always motivated. Sometimes they just happen to be motivated for doing something different than what you want them to do in a given situation. Learn how to point motivation in the right direction.

Implement Consulting Group