What is Real Engagement?

What is Real Engagement? – by Arnie Wohlgemut

As managers and leaders, we occasionally put a “cellophane” wrap around ourselves to protect against criticism or push back, from a new idea or a needed change within the work place.

I have seen senior management become so protective of the “new vision” and the information surrounding it, that they only ‘appeared’ transparent. While they want to look like they are open to feedback and input, they believe it to be unnecessary.

The fact is, nobody likes change.

We know change is often needed and even necessary. But we resist it.

To protect ourselves is understandable. But being closed to the insights and concerns of your team is risky. Closing your door to the feedback can create more stress than the change itself.

I have experienced this mistake first hand. It didn’t take long for me to recognize the need for a good communication plan; to both staff and stakeholders. I needed real engagement.

J. Smythe wrote: “Real engagement means asking people to think the business issue through for themselves. Employee engagement is not an end in itself; it is a platform from which to engage everyone in change so that people move beyond ‘feeling a part of it’ to having ‘a meaningful role in it’.”

Here are three common biases you may face when communicating change:

1. Confirmation bias.
   – Explanation: This is where people only pay attention to information that confirms their beliefs and ignore the rest.
   – Engagement strategy: communicate reasons for the change and show objective evidence to back this up. Engage in discussions while communicating a compelling vision.
2. Status quo bias.
   – Explanation: This is the most common bias. People prefer to keep things the way they are and avoid change.
   – Engagement strategy: communicate things that will remain the same clearly, as well as the things that will be changed. Outline the practical steps towards that change.
3. Bandwagon effect.
   – Explanation: The more people come to believe something, the more likely others will ‘jump on the bandwagon’.
   – Engagement strategy: Tell the back story and clearly communicate success. If the change has been piloted, outline the success of the pilot. Tell the story of how things evolved because of the pilot. Engage those involved in the pilot to tell success stories.

“The fact is, nobody likes change.”

One of the most interesting facts about cellophane is that the original intent was a stain resistant table cloth. The inventor changed direction in product development because of feedback.

Know your team; Understand their biases. Keep them in step with change.