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A compelling vision, a plan for transformational change, an innovative solution to a nagging problem–ideas like these may never make it past the drawing board without the full support of a motivated team. Fortunately, there are proven ways to generate enthusiasm and engagement among your staff, summarised here in 10 steps.Ralf Schnoerringer, Consultant, DEKRA Organisational Reliability
Business success relies on concerted effort and the smooth operation of multiple moving parts, most importantly, competent people, from leaders to shop floor personnel. The importance of teamwork is at no time more evident than when a company embarks on improvement projects or new initiatives. A lack of unity or half-hearted participation can doom the most well-intentioned plans and perhaps trigger a cycle of failure. The factors behind disengagement–poor communication, frustration, insufficient resources, demotivating experiences–can infect the entire organisation if left unattended.
Motivating and mobilising your workforce isn’t a mystery and doesn’t require recourse to magic. Taking it step by step is all that’s necessary.
When implementing this path to securing employee support, be aware that skipping a step can be enough to derail your efforts. Even with a clear vision, healthy communication and abundant resources, a failure to set a realistic timeframe with a definite endpoint can erode engagement over time. If you consult experts to advise your team but don’t provide the resources to carry out their recommendations, people may lose faith in the process. Be on the lookout as well for potential bottlenecks or communication breakdowns, especially if your company’s structure means that leadership’s vision depends on branch managers’ willingness to provide resources. Have you made sure that everyone in the chain of command understands that they have something to gain from the project’s success? Hopefully these guidelines will prove useful as you and your company embark on your next big project, innovation or transformative plan.
Author: Ralf Schnoerringer, Consultant, DEKRA Organisational Reliability