Engaged Leadership: Building a Culture to Overcome Employee Disengagement

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Overview

When Engaged Leadership was first published in 2007, a majorityof employees in the United States had already mentally checked outon the job—and that was before the ax came down in 2008 and2009. Without a doubt, employee disengagement still exists, and ifyou want your business to survive, you need a plan to overcomeit.

High unemployment and a limping recovery have provided even morereasons for building a culture of engagement. Those left in theworkforce—now doing the work of two ...

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Overview

When Engaged Leadership was first published in 2007, a majorityof employees in the United States had already mentally checked outon the job—and that was before the ax came down in 2008 and2009. Without a doubt, employee disengagement still exists, and ifyou want your business to survive, you need a plan to overcomeit.

High unemployment and a limping recovery have provided even morereasons for building a culture of engagement. Those left in theworkforce—now doing the work of two or more people and livingin fear of a pink slip—may be more productive, but you can'tcall them engaged. As the economy turns around, your industriousworkers will have options they haven't had in years—and ifthey're unhappy, they'll jump ship.

Engaged Leadership offers both a fable and a step-by-stepblueprint to ensure a culture of engagement that will drawemployees out of their rut and keep your best and brightest. Learnhow to:

  • Recruit support from the top 29 percent—those employees whoare engaged—to influence others to get on board with the newculture
  • Prepare your organization for change and provide open and honestcommunication with employees about the company's performance andtheir own
  • Motivate employees by celebrating small successes, encouragingwork-life balance, and creating a fair work environment
  • Lead across generational divides
  • Identify and recruit appropriate talent, according to theirneeds and yours

With job satisfaction in the United States at its lowest levelin two decades, disengagement has reached epidemic proportions. Thekey to your company's recovery—and that of the entireeconomy—lies in everyone's willingness to join a new cultureof engagement.

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Product Details

  • ISBN-13: 9780470933114
  • Publisher: Wiley
  • Publication date: 3/22/2011
  • Edition number: 2
  • Pages: 218
  • Sales rank: 595,461
  • Product dimensions: 5.60 (w) x 8.60 (h) x 1.10 (d)

Meet the Author

CLINT SWINDALL is a nationally recognized expert on leadership as the president and CEO of Verbalocity Inc., a personal development company with a focus on leadership enhancement. He is an in-demand speaker, trainer, and consultant, delivering his engaged leadership message to thousands every year. Swindall is the author of Living for the Weekday: What Every Employee and Boss Needs to Know about Enjoying Work and Life (also by Wiley). You can reach him at Verbalocity's website atwww.verbalocity.com.

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Table of Contents

INTRODUCTION 1

The Format 11

THE FABLE 15

EPILOGUE ONE YEAR LATER 145

THE APPLICATION OF ENGAGED LEADERSHIP 155

DIRECTIONAL LEADERSHIP 161

Challenge One: Recruit Support from the Top 29 Percent 165

Challenge Two: Prepare the Organization for Change 167

Challenge Three: Let Them Know How They Contribute 170

Challenge Four: Constantly Communicate Progress 174

MOTIVATIONAL LEADERSHIP 177

Challenge Five: Lead with Positive Motivation 180

Challenge Six: Celebrate Small Successes 183

Challenge Seven: Encourage Life Balance for All Employees 186

Challenge Eight: Create a Fair Work Environment 190

ORGANIZATIONAL LEADERSHIP 193

Challenge Nine: Identify and Position the Appropriate Talent 195

Challenge Ten: Build a Bridge between Generations 198

Challenge Eleven: Move toward Real Empowerment 200

Challenge Twelve: Establish a Strategy to Maintain Success 202

THE IMPORTANCE OF CHARACTER CORE 205

CONCLUSION 209

THE EMPLOYEE'S ROLE 211

Acknowledgments 214

About the Author 217

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