Training Industry Magazine - Leadership 2015 Special Edition - 31

the growing dependence on the initiative of individual
employees means that a small increase in engagement
levels can have a greater impact today than it would have
had in a large bureaucracy in the 1980s. Companies are
leaner and flatter, and they need engaged employees to
succeed. With fewer people doing more with much less,
the level of engagement of any one person can have a big
impact on a team's performance and morale.
* The concepts have matured. As a result of the two items
above, more companies are measuring, monitoring and
acting upon engagement. Employee engagement is
becoming more ingrained in the corporate vernacular as
the concept is socialized internally. It's included in the
balanced scorecard executives use to run the organization,
tracked by members of the board of directors and woven
into town hall presentations. Employees are exposed to the
process (i.e., survey, feedback, etc.) and a new generation
of managers/leaders is growing up with an approach that
strongly resonates with the culture and the workplace they
want to be part of.
Since the end of the 2008/2009 recession, human capital
strategies are back at the top of most surveys of "CEO challenges."
Within that category, leadership development and employee
engagement jostle for top place. An example of this can be seen
in The Conference Board's most recent global survey of CEO top
challenges in 2015.

WHO NEEDS LEADERS ANYWAY?
So, should you cut back on leadership development efforts to
refocus your energy on employee engagement? Well no, not
exactly.
Ask yourself why you have leaders in the first place. The purpose
of leadership is to excite others to exceptional performance.
Effective leaders set the vision and clearly communicate the
direction for others to follow. They inspire the workforce to focus
their individual talents on the goals of the organization and to
contribute at the highest level. They are also guardians of the
culture and exemplars in living the organization's values. The
prize of good leadership is engaged employees.

appreciating that these stem from creating a high-performance
environment.
Leadership and engagement are two sides of the same coin.
To be successful in meeting goals, organizations need effective
leaders. Running isolated engagement efforts in the absence of
leadership development provides nothing but short-lived results.
Conversely, an organization focusing solely on business skills may
find they do not develop a more engaged workforce.
Organizations effective at building a sustained, results-driven
culture of engagement take a multifaceted approach and ensure
that each level of the organization is clear on accountabilities
related to engaging self and engaging others. It is threaded
throughout everything they do.
If engagement is to become a daily priority, it has to be a shared
responsibility. Leaders and managers cannot and should not
shoulder the entire burden of engaging your workforce. Every
member needs to play a role, or several roles, as individuals,
managers or executives.

A ROLE AT EVERY LEVEL
Individuals
At the individual level, drivers of satisfaction and contribution will
vary, as will longer-term aspirations and career goals. Engagement
is an individualized equation but can have a multiplying effect on
the organization. The organization cannot make an employee
engaged, but it can create the right environment for an individual
to jump in and take ownership of a role they are passionate about.
Individuals need to ACT on engagement, namely:
* Assess their skills, strengths, career goals and current
priorities.
* Communicate with their manager to ensure alignment and
devise a plan to address their personal engagement drivers to
reach higher levels of contribution and satisfaction.
* Take action. With their manager's support, individuals should
start to change those items they can and track their progress
throughout the year.

Obvious? Yes, perhaps. Yet many who aspire to be effective leaders
are focused on business competence and financial results without

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Training Industry Magazine - Leadership 2015 Special Edition

Table of Contents for the Digital Edition of Training Industry Magazine - Leadership 2015 Special Edition

Perspectives on Leadership
Table of Contents
Infographic
A Leader's Guide to Influence
Frontline Managers as Leaders
Employee Engagement for a Distributed Workforce
Accelerating Leadership Development
Employee Engagement for a Distributed Workforce
Leaders Leading Leaders
Are You Creating a Training Course of Designing a Learning Experience
Developing Mid-Level Leaders
The Magic of Asking for Feedback
Leadership Development vs. Employee Engagement
Leading at a Higher Level
Competencies as We Know Them are Dead
Building Great Leadership Through Continuous Learning
Maximizing the ROI of e-Learning
The Difference between Leadership Development and Leadership Formation
What's Online
Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover1
Training Industry Magazine - Leadership 2015 Special Edition - Cover2
Training Industry Magazine - Leadership 2015 Special Edition - Perspectives on Leadership
Training Industry Magazine - Leadership 2015 Special Edition - Table of Contents
Training Industry Magazine - Leadership 2015 Special Edition - 5
Training Industry Magazine - Leadership 2015 Special Edition - Infographic
Training Industry Magazine - Leadership 2015 Special Edition - 7
Training Industry Magazine - Leadership 2015 Special Edition - A Leader's Guide to Influence
Training Industry Magazine - Leadership 2015 Special Edition - 9
Training Industry Magazine - Leadership 2015 Special Edition - Frontline Managers as Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 11
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 13
Training Industry Magazine - Leadership 2015 Special Edition - Accelerating Leadership Development
Training Industry Magazine - Leadership 2015 Special Edition - 15
Training Industry Magazine - Leadership 2015 Special Edition - 16
Training Industry Magazine - Leadership 2015 Special Edition - 17
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 19
Training Industry Magazine - Leadership 2015 Special Edition - Leaders Leading Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 21
Training Industry Magazine - Leadership 2015 Special Edition - Are You Creating a Training Course of Designing a Learning Experience
Training Industry Magazine - Leadership 2015 Special Edition - 23
Training Industry Magazine - Leadership 2015 Special Edition - 24
Training Industry Magazine - Leadership 2015 Special Edition - 25
Training Industry Magazine - Leadership 2015 Special Edition - Developing Mid-Level Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 27
Training Industry Magazine - Leadership 2015 Special Edition - The Magic of Asking for Feedback
Training Industry Magazine - Leadership 2015 Special Edition - 29
Training Industry Magazine - Leadership 2015 Special Edition - Leadership Development vs. Employee Engagement
Training Industry Magazine - Leadership 2015 Special Edition - 31
Training Industry Magazine - Leadership 2015 Special Edition - 32
Training Industry Magazine - Leadership 2015 Special Edition - 33
Training Industry Magazine - Leadership 2015 Special Edition - Leading at a Higher Level
Training Industry Magazine - Leadership 2015 Special Edition - 35
Training Industry Magazine - Leadership 2015 Special Edition - Competencies as We Know Them are Dead
Training Industry Magazine - Leadership 2015 Special Edition - 37
Training Industry Magazine - Leadership 2015 Special Edition - Building Great Leadership Through Continuous Learning
Training Industry Magazine - Leadership 2015 Special Edition - 39
Training Industry Magazine - Leadership 2015 Special Edition - 40
Training Industry Magazine - Leadership 2015 Special Edition - 41
Training Industry Magazine - Leadership 2015 Special Edition - Maximizing the ROI of e-Learning
Training Industry Magazine - Leadership 2015 Special Edition - 43
Training Industry Magazine - Leadership 2015 Special Edition - The Difference between Leadership Development and Leadership Formation
Training Industry Magazine - Leadership 2015 Special Edition - 45
Training Industry Magazine - Leadership 2015 Special Edition - What's Online
Training Industry Magazine - Leadership 2015 Special Edition - Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover4
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