Once an individual in an official manager role recognizes there is more to do than simply manage the activity of others, a great opportunity exists to take leadership to a next level—by creating employee work passion.
While often seen as comparable to the generic idea of employee engagement, employee work passion is actually a carefully identified construct. It is about leaders creating a work environment where direct reports perform at a high level, apply discretionary effort as needed, stay with an organization, recommend the organization to others, and act as good corporate citizens. This is an important distinction and one that has garnered The Ken Blanchard Companies recent awards for excellence in research and cutting edge application.*
Blanchard’s core research has identified 12 work environment factors that lead to intentions by employees to perform in a positive manner. The research has also identified the individual process employees go through in determining whether any specific work environment is deserving of their best efforts. This is the missing ingredient in so many of today’s engagement initiatives—and a major reason for the lack of improvement after their implementation.
Leaders looking to improve engagement scores in their organizations can learn from Blanchard’s research findings. Here are three key takeaways.
- Evaluate your present work environment. Review Blanchard’s 12 Employee Work Passion Factors. Consider what you could do as a leader to enhance your work environment in each area. If you are a senior leader, think about how your agency promotes and supports larger culture initiatives and how leadership training can develop and support leaders at all levels.
- Understand the personal nature of employee engagement. Recognize ways that each employee is unique. Engage in conversations with employees about their experiences in each of the 12 areas. Take the time to learn more about individual work styles, the manner in which direct reports choose to receive feedback, and how they prefer to be supported in the completion of work activities. Adjust as necessary.
- See leadership as a partnership. Work together with employees to make necessary changes. The good news is that partnering with them will signal that you value their agenda as much as your own. This alone will help build connectedness, credibility, respect and commitment. People who perceive their manager to be “others-focused” tend to score higher in each of the employee work passion intentions.
Employees appreciate working for a manager who has their best interests at heart. When managers value both results and people, they put the needs, desires, and effectiveness of their teams ahead of any personal agenda. Agency leadership must begin to acknowledge that how people feel about the way they are treated and managed is a key component to long-term success. This treatment is an integral part of the relationships that are established, built, and maintained by leaders at all levels.
For more information on improving employee work passion in your department or agency, be sure to download The Ken Blanchard Companies’ government-focused four page overview which looks specifically at increasing levels of employee work passion in a government agency setting. It’s available for immediate download at the government section of the Blanchard website. For complete access to all Blanchard research, please visit the Blanchard research archives.
*Shuck, B., Ghosh, R., Zigarmi, D., and Nimon, K. 2013. “The Jingle Jangle of Employee Engagement: Further Exploration of the Emerging Construct and Implications for Workplace Learning and Performance.” Human Resource Development Review. Volume 14, issue 1, pages 11–35.
*Zigarmi, D., Nimon, K., Houson, D., Witt, D., and Diehl, J. 2012. “The Work Intention Inventory: Initial Evidence of Construct Validity.” Journal of Business Administration Research. Volume 1, issue 1, pages 13–23.