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?

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

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

Motivating employees begins with recognizing that to do their best work, people must be in an environment that meets their basic emotional drives to acquire, bond, comprehend, and defend. So say Nohria and Groysberg, of Harvard Business School, and Lee, of the Center for Research on Corporate Performance. Using the results of surveys they conducted with employees at a wide range of Fortune 500 and other companies, they developed a model for how to increase workplace motivation dramatically. The authors identify the organizational levers that companies and frontline managers have at their disposal as they try to meet workers’ deep needs. Reward systems that truly value good performance fulfill the drive to acquire. The drive to bond is best met by a culture that promotes collaboration and openness. Jobs that are designed to be meaningful and challenging meet the need to comprehend. Processes for performance management and resource allocation that are fair, trustworthy, and transparent address the drive to defend. Equipped with real-world company examples, the authors articulate how to apply these levers in productive ways. That application should not be selective, they argue, because a holistic approach gets you more than a piecemeal one. By using all four levers simultaneously, and thereby tackling all four drives, organizations can improve motivation levels by leaps and bounds. For example, a company that falls in the 50th percentile on employee motivation improves only to the 56th by boosting performance on one drive, but way up to the 88th percentile by doing better on all four drives. That’s a powerful gain in competitive advantage that any business would relish. https://lnkd.in/erryBPZh

Involving employees in the OKR (Objectives and Key Results) process is crucial for fostering engagement, ownership, and alignment with organizational goals. Here are some effective strategies: Collaborative Goal Setting: Encourage employees to participate in setting their own OKRs. This collaborative approach ensures that their personal goals align with team and company objectives, fostering a sense of ownership and commitment Training and Support: Provide training sessions to help employees understand the OKR methodology and its benefits. This empowers them to actively engage in the process and set meaningful, achievable goals Regular Check-ins: Schedule regular check-ins to review progress, address challenges, and adjust OKRs as needed. This keeps employees focused and motivated, and ensures that their efforts remain aligned with organizational priorities Transparent Communication: Maintain transparency by sharing OKRs across the organization. When employees can see how their goals connect with those of their colleagues and the company, it promotes a culture of collaboration and accountability Feedback and Recognition: Provide regular feedback on OKR progress and recognize achievements. Celebrating successes and offering constructive feedback helps employees stay engaged and motivated to achieve their goals Link to Development Plans: Integrate OKRs with personal development plans. This helps employees see the connection between their goals and their career growth, making the OKR process more meaningful and relevant to them By involving employees in the OKR process, organizations can create a more engaged, motivated, and high-performing workforce.

We tend to attribute motivation to individual mindset — discipline, ambition, resilience. But research tells a different story. A new research by Adam Grant and Marissa Solomon Shandell argues that work is inherently social. The people we compete with, collaborate with, and show up for may be the most underrated driver of our performance. Here are a few insights from the study: Rivalry sharpens focus: Competing against someone with whom you share history is more motivating than abstract competition. In professional sports, teams consistently outperform in playoffs when their closest rival had a strong prior season. Low expectations can be a catalyst: In one study, “underdogs”, those told they weren’t expected to succeed were significantly more likely to reach optimal outcomes in negotiations, driven by the desire to prove others wrong. Helping colleagues pays dividends: A meta-analysis of over 51,000 employees found that time invested in supporting others contributes as much to performance reviews and promotions as individual output quality. Knowing who you serve amplifies effort: In a field experiment, university fundraisers who spent just 10 minutes with a scholarship recipient increased their call time by 142% and raised 171% more funds. Your environment shapes your output: Research at a tech firm found that sitting near a high performer increased a colleague’s productivity by 13% and reduced unresolved tasks by nearly 17%. It is important to recognize that relationships are a performance variable, not just a cultural nuance. Beyond managing your to-do list, be intentional about your who list, the rivals who push you, the people who benefit from your work, and the colleagues you surround yourself with daily.

The best leaders don’t just delegate tasks. They delegate visibility. Some leaders believe their role requires being the face of every meeting, every announcement, every panel, every partnership. But the most impactful leaders know when to take the back seat. Because leadership isn’t proven by how often you take the mic. It’s proven by how confidently your people can speak without you. A true hallmark of leadership is this: You don’t just hold the spotlight. You help others stand in it. And when leaders don’t hoard visibility but develop and distribute it across their teams, something powerful happens: Teams strengthen. Voices diversify. Engagement increases. Innovation expands. And the organization becomes far more resilient than any single leader could ever be alone. If you’re committed to building leaders, not followers, here are a few ways to start: 1️⃣ Identify who’s ready for more visibility. Look for teammates who show initiative, emotional intelligence, and curiosity not just the loudest or the most seasoned. 2️⃣ Create safe practice environments. Internal meetings, cross-functional updates, and low-stakes presentations are perfect training grounds before the higher-stakes moments. 3️⃣ Invest in communication capability, not just competency. Provide coaching, speaker development, storytelling frameworks, and opportunities to rehearse. Confident communication is taught, not assumed. 4️⃣ Let them represent the team in real ways. Pass the mic. Share the panel. Let them give the client update, lead the town hall, or deliver the cross-department briefing. 5️⃣ Don’t just elevate talent, equip them. Visibility without preparation creates anxiety. Visibility with support creates leaders. Because the goal isn’t for you to be the only one who can communicate the mission with clarity and conviction. The goal is to build a team full of people who can. That’s leadership. That’s delegating accountability not just responsibility. That’s how we thrive together. This week inside my Let’s Thrive Together newsletter here on LinkedIn we’re spotlighting a leader that does this so well. Subscribe to join the conversation. Keep leading & keep thriving! ❤️📈 These photos are from our Career Thrivers Rise & Thrive Advancing Women Leaders Intensive, three days of equipping emerging leaders with the communication, confidence, and clarity they need to own their story, speak with influence, and navigate their careers with intention.

The hardest lesson I learned while running two online platforms and juggling teams in Accra and Lagos? “I don’t have time” is leadership’s costliest lie. I used to tell myself that regular check-ins could wait until “things calmed down.” They never did. Projects piled up, assumptions multiplied, and motivation wobbled, until I finally built an approach that helped me see (and serve) each person, not just the to-do list. ⫸ 80 % of employees who receive meaningful feedback each week are fully engaged, regardless of where they work. Only 16 % say their last manager conversation hit that mark. ⫸ Engagement isn’t an ad-hoc pep talk. It’s a rhythm. The leaders who select and honor that rhythm drive higher productivity and lower turnover. What I built (and turned into a toolkit) Employee Engagement Toolkit → https://vist.ly/3n5xvjy A plug-and-play Google Sheet Database (fully editable or transferable into your own tools) with: ⇒ One-on-one tracker – prompts, action items, space for follow-up dates. ⇒ Strengths & motivators tracker – so assumptions don’t run the show. ⇒ Recognition & feedback log – because praise that lands is specific and timely. ⇒ Pulse-check dashboard – quick color-coded view of energy, workload, and blockers. ⇒ Conversation starters & coaching cues – to turn “How’s it going?” into dialogue that matters. Think of it as a starter kit you customize to fit your context, nothing complicated or expensive, just a repeatable framework that keeps people (and their work) visible. If you’ve ever caught yourself thinking, “I’m sure they’ll want X, Y, Z,” without actually confirming it, this toolkit is for you. I built it for a client who wanted to move from reactive firefighting to intentional engagement, and I added it to the Leadership Shop because I wish I had it years ago. Question for you: What’s one small habit you use to keep engagement from slipping through the cracks? - - - - - - - - 👋🏿 Hi, I’m Akua! ⭐ Leadership, Culture & Transformation Advisor and creator of the Leadership Shop. 🗓️ This week, join me as I share a bit more of the behind-the-scenes of my business. Don’t miss my Ask Me Anything LinkedIn Live on Friday, June 6th. See you there!