On Leadership, Life & Family


Thought of the day.

Passion really can change your business.

Research has found there are typically two types of engagement we human beings recognise and compartmentalise. The first is our personal engagement. This is the ‘pizazz’ in what we do, it’s what stimulates us intellectually by the action we take, and what we think about in relation to progress in the world of work. It is the range to which we feel free to express our individuality in the work we do, and a heightened personal engagement directly relates back to feeling responsible for the work we do and progress we make. When we are engaged as individuals we are energised to take accountability for who we are and what we do, but even more than that—we think curiously. To think curiously is to think without preconceived ideas and retrospective ideas of progress. When we are personally engaged we are deeply committed to our interpersonal relationships and open to collaborative successes to achieve genuine progress regardless of affirmation.

The second form of engagement is “work engagement”. This focuses on our energy, dedication and concentration for the success of organisational progress. The main differences are that personal engagement is characterised by a holistic psychological response, whereas work engagement focuses on broad attitude towards work.

Leaders are often interested in increasing employee engagement, a recent study by Dr. Luke Fletcher from Brighton Business School, points out that it is important for us to dig deep into what exactly we are trying to impact when we aim to promote engagement.

Dr. Fletcher surveyed 304 full-time workers in the United Kingdom. The survey measured personal engagement, work engagement, and work behaviours (among other variables) to look for relationships. Dr. Fletcher was able to show that personal engagement has a stronger impact than work engagement on employees’ perceptions of their capabilities and adaptability. They see themselves as more skilled and better able to adjust to change—two important outcomes, especially in an era when new practices and tools are constantly emerging in most jobs.

Put simply, passion counts. If employees feel deeply connected to their roles and invest more of themselves, they are more likely to be fully active on the job, resulting in better performance. Personal engagement deepens an employee’s sense of fulfilment in their work. They feel encouraged to think outside of the realm of traditional strategy, and to think curiously about genuine progress. In other words, they ask the ‘why’ in what they do.

Personal engagement deepens an employee’s sense of fulfilment in the work. If you are trying to affect employee engagement, then it may be beneficial to focus your energies on building a sense of personal engagement.

What can we do?

Consider strategies and new thinking that promote:

· Individual development through genuine work-related identity

· Promote social relationships

· Encourage thinking that is curious

· Educate on the ‘why’ we do what we do, highlighting the impact of their work.

In this way, development isn’t just about learning to do, but also about learning to be. Modern practices that promote social and experiential learning—and that help employees to develop deeper networks among their peers—will also serve to build role engagement. When training programs are offered, leadership development professionals can include components that promote communication and interaction, especially among those with similar roles. Additionally, developing leaders’ skills in creating inclusive department learning cultures also supports the growth of personal role engagement.

Finally, if you want tips on how to engage your people, then these 3 principles are proven to engage employees:

· Apportion ownership

· Promote accountability

· And always, reward progress with recognition.



Thought for the day…

What does it take to be a successful leader? I mean what sets that guy apart from me? We have all wanted to know the answer to that question. I mean, I have read the books, anticipated the speaker at the conference and listened to the podcast, but what is the formula that makes a great leader. Now, let me preface that there are amazing experts who provide great insight into leadership but, what is the character, the driving energy behind successful leaders?

I remember the day I wanted to be a leader. I was 15 years old and my very first job in a very well know takeaway chain. My manager was the meanest, vindictive, micro-manager I had ever had the privilege of meeting and I remember thinking “If I ever get the chance to manage people, I will treat them with respect and value.” Now, I say privilege because it was the day I embarked on a journey to develop leadership in my life. If it wasn’t for a negative encounter of a leader that was in my life I never would have had the desire to be a better one myself. To be a successful leader we need to understand what it means to be an example. And the reality is that as you read this you are an example. Either an example to follow or an example to learn from. Even from a bad experience I recognised a desire to be a better leader myself.
One thing that drives successful leaders is an intense need to learn from others example and that we often learn through tragic realisation. In other words we learn through tough situations that other people face. Successful leaders are able to grow without having the experiencing the tragedy firsthand. Instead, they adapt a mindset of recognising potential roadblocks through others experience and create a roadmap of educating themselves to be better leaders. From that day I was determined in my heart to see the person and not the roadblock. Because if we want to build people above all else then we are discovering what true, authentic leadership is all about. If I can leave you with this- What kind of example are you? And what could you work on today to be a more successful person?

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