Employees will rally round strategic goals to which they are connected. The question for leaders is how to make goals personal.
In the business world, reward has been generally accepted to mean performance-related payment. However, as an employee engagement strategy, this has been proven to fail.
Espoused values provide a meaningful keystone for behaviour at all levels of the organisation. So why is there often a misalignment between espoused values and actual behaviour?
When employees are engaged with their work, they will want to know how they are doing. How do you measure employee performance?
If conversations drive behaviour change, why are internal communicators preocupied with creating great content rather than facilitating great conversations?
Being a purpose-led organisation is key to attracting and retaining the most talented people. How do you connect day-to-day tasks with the reason your organisation exists?