Implementing Robust Engagement Plans

Is your leadership's management philosophy stuck in the 1960s? Let's redefine it: Leadership by Being Engaged. The concept of "management by walking around" came from Bill Hewlett and Dave Packard (HP founders) in the 1960s, popularized by Tom Peters in 1982, and gets used today to describe what's missing in #remote work. "The expected benefit: by random sampling of events or employee discussions, managers are more likely to facilitate improvements to the morale, sense of purpose, productivity and and quality... compared to remaining in a specific office area, or the delivery of status reports." The literal concept doesn't work if your managers have people who are working in multiple locations, now the majority case. 60 to 80% of all "enterprise" company managers now have #distributed teams. 100% of Fortune 500 Execs have teams that are #distributed today, according to Atlassian (kudos Molly Sands, PhD). #RTO mandates rooted in this philosophy are trying to return to a world that no longer exists. Leaders need a both/and approach. Get employees together to jump-start #belonging, and build better #culture and #performance by being involved in the digital #collaboration tools that your teams use every day. Let's redefine a philosophy rooted in co-location into one for the #digital age. Four starting points for leaders looking to get digitally engaged: 🔸 Increase transparency. Internal transparency around clear goals and realistic progress against them drives focus on outcomes, and builds trust. 🔸 Get engaged in the work. Execs need to stop saying "Teams/Slack etc are for the kids; you'll find me in email" and get into the tools people use every day to work through account issues, project updates, and problem solving. 🔸 Participate in digital communities. Social forums at work build belonging. That cuts across everything from an Abilities ERG to Sneakerheads. Finding community at work boosts retention; even leaders need to find that. 🔸 Get a reverse mentor. Being available and engaged digitally can feel foreign as a leader, and initially scary to a team. Find a digital native in your organization who can coach you! What's your take? Retire the phrase, or revive an important concept?

𝐒𝐢𝐱 𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬. 𝐎𝐧𝐞 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞. 𝐔𝐧𝐢𝐟𝐢𝐞𝐝 𝐧𝐨𝐭 𝐛𝐲 𝐚𝐠𝐞—𝐛𝐮𝐭 𝐛𝐲 𝐩𝐮𝐫𝐩𝐨𝐬𝐞. I believed leadership meant setting direction and ensuring alignment. But over time—I’ve come to see that real leadership isn’t just about strategy. It’s about 𝘤𝘰𝘯𝘯𝘦𝘤𝘵𝘪𝘰𝘯. That truth has never been more relevant than it is today. For the first time in modern history, 𝐬𝐢𝐱 𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬 𝐜𝐨𝐞𝐱𝐢𝐬𝐭 𝐢𝐧 𝐭𝐡𝐞 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞. It’s a leadership challenge few of us were trained for. 🔹 𝐒𝐢𝐥𝐞𝐧𝐭 𝐆𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧 (pre-1946): Still serving on boards; shaped by duty and discipline. 🔹 𝐁𝐚𝐛𝐲 𝐁𝐨𝐨𝐦𝐞𝐫𝐬 (1946–1964): ~12% of today’s workforce; value stability, loyalty, and legacy. 🔹 𝐆𝐞𝐧 𝐗 (1965–1980): ~27%; independent, pragmatic, delivery-focused. 🔹 𝐌𝐢𝐥𝐥𝐞𝐧𝐧𝐢𝐚𝐥𝐬 (1981–1996): ~34%; purpose-driven, collaborative, growth-oriented. 🔹 𝐆𝐞𝐧 𝐙 (1997–2012): ~27%; inclusive, tech-native, values transparency. 🔹 𝐆𝐞𝐧 𝐀𝐥𝐩𝐡𝐚 (post-2012): The emerging workforce—digital-first, fast-learning, entrepreneurial. These differences show up in how we work: → Senior leaders value hierarchy; Gen Z favors flat structures. → Boomers seek recognition; Gen X wants autonomy; Millennials want meaning; Gen Z asks, “𝘞𝘩𝘺?” → Gen Alpha? They're learning, building, and questioning earlier than ever. What feels like friction is often just generational dissonance. In a recent HBR piece, put it well: “𝘠𝘰𝘶 𝘤𝘢𝘯’𝘵 𝘪𝘯𝘴𝘱𝘪𝘳𝘦 𝘢 𝘮𝘶𝘭𝘵𝘪𝘨𝘦𝘯𝘦𝘳𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘸𝘰𝘳𝘬𝘧𝘰𝘳𝘤𝘦 𝘶𝘯𝘭𝘦𝘴𝘴 𝘺𝘰𝘶 𝘶𝘯𝘥𝘦𝘳𝘴𝘵𝘢𝘯𝘥 𝘸𝘩𝘢𝘵 𝘪𝘯𝘴𝘱𝘪𝘳𝘦𝘴 𝘵𝘩𝘦𝘮.” That’s the shift we need as leaders: From uniformity → to personalization From authority → to empathy From legacy leadership → to 𝘭𝘪𝘷𝘪𝘯𝘨 leadership I now ask myself not just, “Am I leading well?” but “Am I leading 𝘳𝘦𝘭𝘦𝘷𝘢𝘯𝘵𝘭𝘺?” Because when we adapt our style—not our standards—we help every generation contribute at their best. Great leadership today means adapting with intention and embracing what makes each generation thrive. 𝐏𝐮𝐫𝐩𝐨𝐬𝐞 𝐀𝐥𝐢𝐠𝐧𝐦𝐞𝐧𝐭: Connecting individual roles to a broader organizational mission fosters engagement across all generations. 𝐂𝐮𝐬𝐭𝐨𝐦𝐢𝐳𝐞𝐝 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧: Recognize and adapt to the preferred communication styles of each generation to enhance collaboration. 𝐅𝐥𝐞𝐱𝐢𝐛𝐥𝐞 𝐖𝐨𝐫𝐤 𝐀𝐫𝐫𝐚𝐧𝐠𝐞𝐦𝐞𝐧𝐭𝐬: Offering flexibility can address the diverse needs and expectations of a multigenerational team. 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐎𝐩𝐩𝐨𝐫𝐭𝐮𝐧𝐢𝐭𝐢𝐞𝐬: Promote a culture of lifelong learning to support professional development for all age groups. What shift have you made to better lead across generations? #HarveysLeadershipRhythms #ThoughtsWithHarvey #ExecutiveLeadership #TheLeadershipSignal #GenerationalLeadership #LeadershipReflections #LeadWithIntention #MultigenerationalWorkforce #LeadershipCue #Mentorship

One of the most practically important insights in the research on leadership disengagement is also one of the most counterintuitive. Disengaged leaders are not primarily a performance problem. They are primarily a trust problem. This is the finding that shapes how I think about what organizations should do when they identify a leader who has withdrawn. The instinct, understandable, and often well-intentioned, is to clarify expectations, increase oversight, and create more formal accountability mechanisms. Sometimes that is necessary. But if trust between the leader and the organization has already eroded, those interventions often deepen the withdrawal rather than reversing it. The research is consistent on the relationship between trust and decision-making in leadership teams. When trust is high, leaders make decisions more readily, communicate more honestly, and implement with more commitment including decisions they were not fully consulted on. When trust is low, even technically correct decisions generate resistance, and the burden of every choice feels higher, reinforcing the decision fatigue that typically precedes disengagement. This creates a practical priority for any organization responding to leadership withdrawal: before escalating expectations or adding accountability measures, assess the state of the trust relationship. Is the leader receiving clear, honest, developmental feedback? Do they feel that their difficulties are understood rather than judged? Is there a genuine two-way relationship between them and their supervisors or one in which information flows upward and evaluation flows downward? The piece from Getting Smart frames this clearly. Addressing disengagement is not about calling leaders out. It is about creating conditions where re-engagement is possible. That distinction, in my experience, is the difference between an intervention that works and one that accelerates the departure it was trying to prevent. #TrustInLeadership #LeadershipDevelopment #OrganisationalTrust #ReEngagement #LeadershipResearch

Partnerships have a honeymoon period. But you can't build a successful partnership strategy that way. A successful partnership strategy can't survive on starry-eyed excitement. It needs consistent tracking, review, and adjustment. Setting up a routine for regular partnership reviews helps ensure that every partner continues to contribute value and align with your goals. Here’s a straightforward guide to establishing an effective review cadence: DURING MONTHLY CHECK-INS: Monitor Engagement and Pipeline Health: - Partner Engagement: Are partners actively promoting your solutions? Monitor how frequently partners engage, share leads, or collaborate on content. - Pipeline Health: Review the current status of partner-sourced leads. Are they progressing through the pipeline or stalling? This provides a pulse on lead quality and pipeline velocity. (Pro Tip: Use CRM dashboards to quickly visualize monthly trends. A partner falling behind in engagement or lead generation can be flagged for extra support before the issue impacts quarterly goals.) DURING QUARTERLY CHECK-INS (Quarterly Business Reviews or QBRs): Assess KPIs and impact: - Revenue Contribution: Track revenue from partner-sourced leads. Are partners contributing to target revenue goals? Compare this against previous quarters to detect any patterns. - Deal Velocity: Examine the average time for partner-sourced deals to close. Faster deal cycles may indicate strong alignment with your audience, while slower cycles could highlight areas for enablement improvement. - Retention and Renewals: Review retention rates for customers acquired through each partner. Higher retention often suggests the partner is bringing well-aligned, high-value leads. (Pro Tip: Share a summary of the QBR data with the broader team and executives. Keeping everyone informed boosts alignment across departments and reinforces the value of your partnerships.) DURING ANNUAL CHECK-INS (Annual Pipeline Audit): Evaluate & adjust long-term strategy - Trend Analysis: Review metrics like partner-sourced revenue, pipeline growth, and retention over the year. Look for trends that show which partnerships delivered consistent value and which may need reevaluation. - Resource Allocation: Identify high-impact partners and consider how to deepen those relationships. This could mean exclusive training, co-marketing, or more dedicated support to further accelerate growth. - Forecasting and Goal Setting: Use annual metrics to set achievable targets for the coming year. Which partner types or industries contributed the most? (Pro Tip: Use insights from the annual audit to adjust your Ideal Partner Profile and refine your partner strategy. Trends from a full year’s data will guide resource allocation and pinpoint where to focus for maximum impact.) Anything you'd add?

Small leadership actions have a massive impact on employee engagement and turnover rates, yet they are often underestimated. When leaders take the time to connect with their teams in meaningful ways—through clear communication, recognition, and purposeful support—they ignite a sense of belonging and motivation that drives performance and retention. Research shows that focusing on these small but powerful leadership behaviors can lead to remarkable improvements: Employees with role clarity are 53% more efficient and 27% more effective 📄 https://lnkd.in/eV39kAyK Only 46% of employees strongly know what's expected of them (down from 56% in 2020) 📄 https://lnkd.in/eJrFEZft Regular, authentic recognition fosters employee well-being and loyalty, decreasing costly burnout and absenteeism For leaders, this means that investing in simple, consistent actions like setting clear expectations, showing genuine appreciation, and linking daily work to a larger purpose isn't just "nice to have"—it's essential for building resilient, high-performing teams. In today's fast-changing work environment, where employees face disruption and uncertainty, these leadership micro-steps create the stability and connection needed to thrive. How are you incorporating small leadership actions into your day-to-day? What changes have you seen when you do? The power to boost engagement and reduce turnover is in your hands—one small step at a time. #wellbeing #work #workplacewellbeing #HR #leadership #leadershipdevelopment #leadershipskills #talentdevelopment #workforce #burnout #burnoutprevention #mentalhealth

Are your programs making the impact you envision or are they costing more than they give back? A few years ago, I worked with an organization grappling with a tough question: Which programs should we keep, grow, or let go? They felt stretched thin, with some initiatives thriving and others barely holding on. It was clear they needed a clearer strategy to align their programs with their long-term goals. We introduced a tool that breaks programs into four categories: Heart, Star, Stop Sign, and Money Tree each with its strategic path. -Heart: These programs deliver immense value but come with high costs. The team asked, Can we achieve the same impact with a leaner approach? They restructured staffing and reduced overhead, preserving the program's impact while cutting costs by 15%. -Star: High impact and high revenue programs that beg for investment. The team explored expanding partnerships for a standout program and saw a 30% increase in revenue within two years. -Stop Sign: Programs that drain resources without delivering results. One initiative had consistently low engagement. They gave it a six-month review period but ultimately decided to phase it out, freeing resources for more promising efforts. -Money Tree: The revenue generating champions. Here, the focus was on growth investing in marketing and improving operations to double their margin within a year. This structured approach led to more confident decision-making and, most importantly, brought them closer to their goal of sustainable success. According to a report by Bain & Company, organizations that regularly assess program performance against strategic priorities see a 40% increase in efficiency and long-term viability. Yet, many teams shy away from the hard conversations this requires. The lesson? Every program doesn’t need to stay. Evaluating them through a thoughtful lens of impact and profitability ensures you’re investing where it matters most. What’s a program in your organization that could benefit from this kind of review?

𝐌𝐢𝐬𝐬𝐢𝐧𝐠 𝐋𝐢𝐧𝐤 𝐢𝐧 𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐞 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭? 12𝑬-𝑺𝑻𝑨𝑹𝑺 𝑪𝒐𝒏𝒏𝒆𝒄𝒕𝒊𝒐𝒏 Employee engagement is crucial for navigating organizational transitions, yet traditional models often fail to provide a comprehensive roadmap. My latest research introduces the 12E Framework, a structured approach built on real-world insights, and integrates it with Michael Watkins' STARS Model to drive engagement across various business phases : Start-Up, Turnaround, Accelerated Growth, Realignment, and Sustaining Success. By aligning leadership strategies with key engagement principles; such as envisioning a clear direction, fostering empowerment, and embedding a strong workplace culture. This integrated framework enhances agility, satisfaction, and long-term success. Case studies from leading organizations like Airbnb, Ford, Google, Microsoft, and Unilever illustrate its practical impact. I invite you to explore the full paper and share your thoughts on how leadership can evolve to foster a more engaged and resilient workforce. #Leadership #EmployeeEngagement #HR #BusinessStrategy #STARSModel #12EFramework

Does your office layout actually help your team work together, or does it create invisible walls? I've been thinking a lot about how the physical workspace impacts how you connect and create. You spend so much time working on creating impact, but what if the very room you are in is working against you and your team? A poorly designed office can quietly disrupt effective collaboration and communication. Here are five ways your office might be getting in the way: 𝐔𝐧𝐛𝐚𝐥𝐚𝐧𝐜𝐞𝐝 𝐋𝐚𝐲𝐨𝐮𝐭𝐬: Open-plan offices are meant to boost collaboration, but they can also be noisy and distracting. This makes it hard for people to do deep, focused work. On the other hand, too many closed-off offices can make teams feel isolated and disconnected from each other. 𝐏𝐨𝐨𝐫 𝐀𝐜𝐨𝐮𝐬𝐭𝐢𝐜𝐬: Constant background noise isn't just annoying; it's a major barrier to clear communication. When people struggle to hear each other or have private conversations, misunderstandings can happen, and trust can break down. 𝐋𝐚𝐜𝐤 𝐨𝐟 𝐅𝐥𝐞𝐱𝐢𝐛𝐥𝐞 𝐒𝐩𝐚𝐜𝐞𝐬: Not all work is the same. Sometimes you need a collaborative zone for brainstorming, and other times you need a quiet corner to concentrate. When employees can't choose a space that fits their task, frustration builds, and productivity drops. 𝐁𝐚𝐝 𝐕𝐢𝐛𝐞𝐬 𝐟𝐫𝐨𝐦 𝐀𝐞𝐬𝐭𝐡𝐞𝐭𝐢𝐜𝐬: The colours on the walls and the overall look of a space can affect our mood and energy. A dull, uninspiring environment can make you feel less motivated and less willing to engage with your colleagues. 𝐍𝐨 𝐂𝐨𝐧𝐧𝐞𝐜𝐭𝐢𝐨𝐧 𝐭𝐨 𝐍𝐚𝐭𝐮𝐫𝐞: Offices that lack natural light and greenery can feel sterile and draining. Bringing elements of nature indoors, known as biophilic design, can reduce stress and help teams feel more connected and cohesive. Your surroundings matter more than you think. Creating a space where everyone can thrive isn't just a "nice-to-have"; it's essential for building a strong, inclusive, and innovative team. What has your experience been? Share one thing you'd change about your workspace to improve collaboration in the comments below! #Culture #Collaboration #OfficeDesign

𝐖𝐡𝐚𝐭 𝐝𝐨𝐞𝐬 𝐢𝐭 𝐫𝐞𝐚𝐥𝐥𝐲 𝐦𝐞𝐚𝐧 𝐭𝐨 𝐃𝐞𝐬𝐢𝐠𝐧 𝐟𝐨𝐫 𝐂𝐨𝐧𝐧𝐞𝐜𝐭𝐢𝐨𝐧? Workplace design is increasingly shaped by how people engage with space. The physical office is no longer viewed as a static backdrop to work. It is becoming an active contributor to culture, connection, and clarity within teams. Over the past year, we’ve seen a shift in how organisations approach spatial planning. Many have begun to question whether their offices truly support how teams interact. Instead of following standard layouts, they are looking for spaces that encourage movement, allow informal connection, and respond to how work happens across different functions. Design briefs today often include specific requests for spaces that build informal connections. Lounge areas are being planned with as much care as conference rooms. Soft zones and decompression areas are being prioritised alongside focus pods. These choices reflect a shift in how organisations are defining productivity and presence. We have also seen design decisions are closely aligned with HR and people strategies. This is important as the workplace environment influences employees’ trust, behaviour, and a sense of belonging. At Ensemble, our approach focuses on observing how people move, pause, and engage with each other. We study how light, acoustics, posture, and privacy affect focus and collaboration. These observations help us plan spaces that support both business goals and people’s needs. The idea of community is often discussed in abstract terms. But in our work, it shows up in particular ways. It is present in how circulation areas are designed, how open areas are balanced with quiet corners, and how choice is built into how people use a space. We continue to work with clients who see design not as a checklist but as a layer of culture. They are building environments that bring people together with intention. That intention is where community begins. 𝐈𝐧 𝐲𝐨𝐮𝐫 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞, 𝐰𝐡𝐚𝐭 𝐤𝐢𝐧𝐝 𝐨𝐟 𝐬𝐩𝐚𝐜𝐞 𝐟𝐨𝐬𝐭𝐞𝐫𝐬 𝐭𝐡𝐞 𝐦𝐨𝐬𝐭 𝐦𝐞𝐚𝐧𝐢𝐧𝐠𝐟𝐮𝐥 𝐜𝐨𝐧𝐧𝐞𝐜𝐭𝐢𝐨𝐧𝐬 𝐚𝐭 𝐰𝐨𝐫𝐤? 𝐖𝐨𝐮𝐥𝐝 𝐥𝐨𝐯𝐞 𝐭𝐨 𝐡𝐞𝐚𝐫 𝐡𝐨𝐰 𝐲𝐨𝐮'𝐫𝐞 𝐚𝐩𝐩𝐫𝐨𝐚𝐜𝐡𝐢𝐧𝐠 𝐭𝐡𝐢𝐬 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐞𝐧𝐯𝐢𝐫𝐨𝐧𝐦𝐞𝐧𝐭. . . . #WorkplaceDesign #OfficeCulture #DesignForConnection #WorkplaceStrategy #DesignThinking #HybridWorkspaces #EmployeeExperience #FutureOfWork

Could strategic misalignment be keeping you and your organization away from attaining maximum value? Executives and project managers are often rowing in different directions. The boat moves, but not necessarily toward value. From my doctoral research, and work with several clients, three pillars of strategic alignment consistently separate high-performing organizations from the rest: 1️⃣ Common Goals – A shared definition of success at both the strategic and operational levels. 2️⃣ Shared Language – Clear communication that bridges “executive speak” and project management terms. 3️⃣ Mutual Understanding – Executives gain insight into project realities, while PMs understand the strategic trade-offs leaders are balancing. The challenge? Most organizations talk about alignment but rarely make it a living system. That’s why I created the ALIGN™ Framework as a practical roadmap: 🪀 A – Assess the Value Chain → Define where value is created and lost. 🪀 L – Listen Across Levels → Build the “bilingual dictionary” across teams. 🪀 I – Integrate Strategy into Planning → Include PMs early in design, not just delivery. 🪀 G – Guide with Goals & Guardrails → Establish clarity with KPIs, OKRs, and constraints. 🪀 N – Navigate with Data & Confluence → Create mutual understanding with dashboards, forums, and collaboration tools. 🔑 ALIGN™ isn’t just an acronym. It’s the operating system for embedding the three pillars of Common Goals, Shared Language, and Mutual Understanding into everyday practice. When organizations apply it, strategy stops being a lofty document and becomes a lived reality. 📌 Question for you: In your organization, which of these three pillars: common goals, shared language, or mutual understanding requires the most urgent attention? Let's create the bride to ALIGN! ♻️Share to elevate others and follow🎙️Fola F. Alabi for more! #FolaElevates #StrategicLeadership #ProjectManagement #SPL #StrategicAlignment #Align #ExecutionExcellence #StrategicConfluenc