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					<a href="/blog/103-blog?showall=&amp;start=1" class="toclink">Work freedom</a>

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					<a href="/blog/103-blog?showall=&amp;start=4" class="toclink">De-city-ising</a>

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					<a href="/blog/103-blog?showall=&amp;start=5" class="toclink">Talent Fluidity</a>

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					<a href="/blog/103-blog?showall=&amp;start=7" class="toclink">Be Inspired</a>

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					<a href="/blog/103-blog?showall=1&amp;limitstart=" class="toclink"> All Pages</a>

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<div class="pagenavcounter">Page 1 of 8</div><h1 style="text-align: center;"><span style="font-size: xx-large;"><br />THE FLAT WHITE BLOG</span></h1>
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<h2><span>The flat white is the best hot beverage ever invented, right? So, grab  a flat white and a few opinions and we'll have some great debate, learn from each other and hopefully enrich our lives through thinking about work differently as a result.</span></h2>
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<h1><strong>Engagement</strong></h1>
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<p>Author: Matt Chipper, 3 March 2012</p>
<p>Link to source article: <a href="http://www.bis.gov.uk/files/file52215.pdf" title="The McLeod Report">McLeod Report</a> </p>
<hr />
<p>To date, the McLeod report is the most seminal and important piece of research I have read on engagement. The meta-analysis commissioned by the UK Government covers the results of research from Universities, HR Consulting firms to multi-nationals across the globe. It provides an overwhelming amount of evidence linking engagement to performance.</p>
<p>Interestingly (and unsurprisingly), even in this report there is clear acknowledgement that there is no agreement on what engagement actually is. Perhaps overly simplistically, the definition I would posit is:</p>
<p style="text-align: center;"><em>"engagement is the extent to which people have freedom of choice in their work". </em></p>
<p>Building on this definition (and borrowing somewhat from Maslow), the following could be considered pre-requisites when seeking to understand and assess engagement at work:</p>
<p><img src="images/Blog/Engagement%20Model2.png" border="0" alt="Engagement Model" title="Engagement Model" width="500" height="361" style="display: block; margin-left: auto; margin-right: auto;" /></p>
<h3>Freedom of Choice </h3>
<p>For people to be engaged in their work they need to be able to exercise freedom of choice. In other words, the degree of choice they have:</p>
<ol>
<li>to obtain skills in something they want to do, enjoy and are good at</li>
<li>to freely exercise these skills in situations they want to be in, for people they want to work for and with</li>
<li>in the way they are recognised and/or rewarded for the outcomes they deliver</li>
</ol>
<h3>Trust </h3>
<p>Freedom of choice is predicated on trust. Trust depends on the capability of a leader to establish clear goals and expectations. Workers in turn need to deliver results that meet or exceed these expectations. Without trust there is often a temptation for leaders to micro-manage or find someone else to complete the work. This is a one track route to disengagement and poor performance. Seasoned leaders provide clear direction and support in learning new skills (without micromanaging) and demonstrate that they trust people who work with them from the outset. </p>
<h3>Capability and Attributes</h3>
<p>Trust is predicated on our ability to learn and apply appropriate capabilities and personal attributes in the delivery of outcomes:</p>
<p><strong>1. Capabilities (i.e. the skills needed to deliver great outcomes)</strong></p>
<ul>
<li>For leaders this is about inspiring, establishing clear expectations and providing timely support and feedback.</li>
<li>For workers this is about the ability to learn and apply skills to deliver against or beyond the leaders expectations.</li>
</ul>
<p><strong>2. Attributes (How outcomes are delivered)</strong></p>
<p>There are three key attributes that are needed to build trust:</p>
<p><strong>i. Self awareness</strong>. This happens when people know how and when to:</p>
<ul>
<li>listen and follow</li>
<li>lead, challenge and create</li>
</ul>
<p><strong>ii. Self Regulation</strong>. This happens when people use self-awareness to appropriately:</p>
<ul>
<li>listen and follow</li>
<li>lead, challenge and create</li>
</ul>
<p><strong>iii. Responsibility. </strong>This happens when people:</p>
<ul>
<li>do what they say they are going to do</li>
</ul>
<p>Beyond the basics of work environment, location and reward; if we are looking at the key drivers for engagement and high performance I posit that freedom of choice, trust, self awareness, self regulation and responsibility are the five core areas we should focus our attention on. </p>
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