Thanks Jane - and to kick off I'd say that I agree entirely about the task of engaging people is a highly skilled one. I've thought a lot about your questions and hope that the following contribution is useful. My experience has been gained as a facilitator, helping all sorts of companies to initiate change and growth.
First off - how engaged is engaged and what percentage of people do we need to be that onboard? This may appear a call to cynically manipulate people, writing off some and only focusing on others - however I can't help feeling that we would usually make a decision about how much time and resource we put into a project and what kind of results we expect? It is clear that some people will trot off in the direction we ask, whilst others would sabotage the company whatever it did. Do we know who the key people are?
An easy answer to the "who" should be involved in winning hearts and minds is everyone! However my experience would indicate that it's middle and first line managers. These people are often caught in the crossfire between expectations from above and below.
What skills do they need - well....
- The ability to align themselves and their own aspirations with that of the company - to an extent they need to be able win themselves over first
- The capacity to maintain a constructive overview of what they see, both within and outside the company. This relates to their world view, perspective on their own career and a balanced approach to events
- Communication skills of course and you mentioned marketing - but more than the ability to speak well, write emails and reports it's about "myth management". What really drives communication in an organisation is not policy, smart intranets or briefings - it is gossip, rumour, innuendo and myth. A leader who can manage myth is well placed.
- A sound understanding of the theory of what engages and motivates people and an ability to translate this to work on the ground - I'm talking here about theories of motivation and personal change, group dynamics and culture. An ability to formulate rapport and manage conflict constructively
- The ability to articulate a desired future with conviction and passion - real qualities not the transparently false commitment that we sometimes see on the Apprentice!
- A history of integrity, good relationships and mutuality - across the company at every level
I hope that helps Jane and everybody - I'm sure I'll think of more and will pop back. I hope that it's OK if I leave a link to my own blog here? Please pop over and take a look. I'll continue to blog on the subject and will leave a link to the HR Magazine blog
http://www.workplace-dynamics.co.uk/blog/
Phil
