Thought I’ll feature part of a guest post I wrote for the Employee Factor, a blog about Employee Engagement.
Managers don’t need proof to tell them that someone who’s more engaged is much more productive. There is plenty of experiential and anecdotal evidence to support this. For those who like some empirical data there’s always the long-term tracking study –the Q12 study– by Gallup that serves as “a macro-level indicator’ of a healthy workforce.
I tend to look at this through a communications lens. So when studies make a case for engagement, I see it not simply as good management strategy, but as great communication strategy. When they refer to it as ‘maintaining a line of sight’ I see it as keeping people on the same page. They sound analogous, but they have key differences.
Maintaining employee line of sight (L-O-S) involves bringing clarity between actions and outcomes. But it also means doing away with too much hierarchy, unlocking the holds on information, and also creating an attitude that welcomes suggestions for how employee goals can match corporate vision. Keeping those employees on the same page has deeper implications in a digitally enhanced workplace. Not just via emails and web conferences, but a willingness to open up two-way conversations. Line of sight in today’s workplace is not limited to being able to see ‘up and down the chain of command’ but sideways and diagonally –much like the connections of a social web.