Two years ago, I joined the crusade to help business owners, CEOs, CFOs, and CHROs (i.e., CXOs) discover the business strategy of “engagement” and the science of behavioral economics as a way to improve business performance. If you are buying or selling a dealership, or are simply looking for ways to improve profitability and performance, engagement can give you a way to validate value and give you a competitive edge.

As a former program manager of a community leadership program I often asked our guest speakers to define leadership. I usually received some warm and fluffy textbook remarks about skills, traits and styles – followed by some cold stares. There was always something missing and everyone was seeking the same answer – including the speaker. Why is it so difficult to define and quantify leadership? What are the missing links?

Companies with high employee engagement level tend to have better stock performance, but not every CEO sees the connection. We suspect the disconnect at the CEO level stems from a lack of awareness, belief in the science of behavioral economics and the perception that the money being left on the table from disengagement must be Monopoly money.

I believe that employee engagement surveys needs to be viewed in a different light. An Employee Engagement Survey is a leadership tool that empowers leaders by providing them with insightful data and the opportunity for healthy dialog. Data that will generate conversations that improve employee engagement. Otherwise, leaders are mostly reacting to, and are talking about, employee disengagement.

Margie Warrell does a great job defining a strategic path towards improving employee engagement. Engage — Connect Authentically. Inspire — Enlarge the Context. Embolden – Cultivate a ‘Culture of Courage’

Excellent article by Michelle Burke about the impact of employee engagement on business performance and what leadership and managers should do to improve culture. I would like to share some of our research and perspectives for leadership and managers and provide the “how to” improve employee engagement, which also improves culture. If you are looking for employee engagement strategies, ideas or activities -- consider conducting an employee engagement survey as the foundation of a program.

We believe thirty years of data and research proves “employee (teacher) and client (student) engagement programs” are a well-accepted business strategy that provides evidence-based results. Research shows 70% percent of the workforce is disengaged and only 35% of managers are engaged. Furthermore, only 1 in 10 managers have the natural talent to manage, yet are also called upon to lead, mentor, coach, innovate and discipline. Schools and their employees are not exempt from this data.

The right employee engagement survey adds a fundamental component in the process of “how to” improve employee engagement. Similar to a visit to the doctor, how can you expect leadership and managers to train and develop, mentor, retain employees, manage performance, and provide healthy reviews - if you don’t measure first and then align engagement training for the best results?

Excellent article by Marcel Schwantes that defines many of the “what’s & why’s” of leadership. While many agree on practicing accountability; creating transparency; confronting reality; clarifying expectations and listening first -- many do not understand the “how to” component.

I believe many software development companies don’t appreciate the fundamental value of a scientifically-validated, confidential, performance-based employee engagement survey tool. Understanding the value of an employee engagement survey, and it’s data, is helpful for people to also understand the difference between the definition of “employee engagement” and an “employee engagement program” that improves employee and client engagement.