Organization Reservations Versus Department Interest
Implementing new initiatives can be difficult. This is often the case when trying to increase employee engagement. Companies can be resistant due to the perceived belief that it will be a waste of time or not add value. This is especially true for organizations that have leaders who do not believe in employee engagement or cast LEAPS off as an initiative that will not deliver tangible results.
When this is the case, leaders of departments interested in leveraging engagement can be put in a bind. While their affinity toward LEAPS could be strong, their allegiance to the company must remain intact. Thus, the ability to know how to balance the two conceivably competing agendas must occur.
This requires presenting a compelling business case to leadership to increase the likelihood of them empowering you to invest in LEAPS. While not a comprehensive list, the following are five activities that can be used by department leads to gain support from leadership.
Share documented research. In-depth research that reveals the financial burden disengaged employees cost companies is well documented and extraordinary. This is evident from the Gallup Study discussed in Chapter 1 expressing that approximately 70 percent of the American workforce is “not engaged” or “actively disengaged,” costing the economy between $450 and $550 billion annually. This information, as well as other research, provides leaders more profound awareness of the financial burden disengaged employees create for businesses.
Set a timeline. With any new initiative, concerns regarding the return on investment will be present. While LEAPS can produce a transformational change in the organization almost immediately, it does not always translate into an instant increase in revenue. As such, set up a time for leadership to assess the financial validity of LEAPS. Traditionally, 6 to 12 months will be enough time to show how LEAPS is financially beneficial.
Develop and maintain transparency. Transparency increases trust. Being open and honest about the positive strategies and practices being implemented creates increased willingness of leadership to support the actions being employed. Thus, it is important to share everything you are doing. This will strengthen your position and improve the likelihood of being given more opportunities to use LEAPS in the future.
Ask for the three drivers. Serving a valuable purpose, being empowered to deliver results, and working in a fulfilling environment are all drivers for engagement. It is critical for you to have these drivers while implementing this initiative; LEAPS cannot succeed without them. Request that leadership provides you with the ability to implement this initiative with these three drivers.
Share how much it will Cost. In the end, regardless of the initiative, cost is often a driving force regarding if an initiative will be embraced. Fortunately, in most situations LEAPS is free. While there could be nominal costs associated with LEAPS, the overarching financial burden of increasing employee engagement is nothing. Rather, it is just an unveiling of strengths, inclusion of people, and enhancement of the workplace.