The Perfect Storm Killing Employee Engagement

After working with thousands of managers, something has become painfully clear.

Your managers want to be inspirational leaders, but there’s a perfect storm of sorts getting in the way.

There are three things hindering them from being the kind of leaders that help your organization fire on all cylinders.

And when you fix these three, you’ll unlock a wave of potential that has been lying dormant, possibly for years, inside your workplace.

But if you don’t, then you’ll be stuck on a perpetual roller coaster of staff disengagement and turnover.

The good news?

The fix is easier than you think.

The Three Problems Hurting Staff Motivation

Problem #1 – Is This Really my Job?

Many of your managers are secretly wrestling with a question.

“How much influence do I really have on the engagement levels of my staff?”

What’s not helping is a bunch of so-called experts who are actually telling your managers that people can’t be motivated.

In fact, there’s no shortage of books and blog posts on that very topic.

So what do you think happens when a tired and discouraged manager sees a heading like that in their news feed?

Yeah, you guessed it…

They disengage themselves and enter a state I call Leadership Helplessness.

Otherwise known as Leadership Hell.

This is when a manager simply shows up to work each day, but instead of working hard to engage their staff, they end up going through the motions, trying to do enough to get through the day and not lose their job.

They try to look like a leader, but there’s not a lot of leadership going on at all.

And guess what? Their people aren’t inspired, so it becomes a self-fulfilling prophecy.

Fortunately, the science on this is clear…

Managers have a HUGE impact on the motivation levels of their people, as long as they do the right things that produce the biggest results.

Do the right things = Increased staff motivation. Implementing a remote communication and learning solution could be a good move to connect your employees and instill them with a drive to increase their specific knowledge base.

Which brings us to Problem #2…

Problem #2 – Where Do I Focus to Increase Employee Engagement?

The second problem is a knowledge problem.

Your managers will resist taking ownership of employee engagement if they don’t know how to fix it.

Which is why teaching them is essential.

Once again, we have decades of research on our side that point the way, but it all boils down to the Engagement Drivers.

There are a series of drivers, think of them like levers, that when your managers pull on them, it translates into increased motivation and engagement.

When your managers begin tapping into the Engagement Drivers, you’ll see staff motivation begin to rise.

This is good for the manager and great for your organization, but unfortunately, these results typically don’t last for long.

Because the sad truth is, most leadership training initiatives fail.

Remember the last program you purchased or expensive consultant you brought in?

Looked good, sounded great, even moved the needle… at least for a while.

But in most cases, a few months later, not much remained.

Because they didn’t deal with Problem #3.

In fact, if you don’t solve Problem #3, nothing will actually change and your managers will return to their old habits after only a week or two.

And the next time you try to get everyone excited about a training initiative, some of your managers won’t even want to attend.

This is why you must have a plan to deal with Problem #3

Problem #3 – A Heavy Cognitive Load.

Even the best workshop or training session will fall flat if it doesn’t result in a change of your manager’s behavior.

But there’s a science to behavior change and it involves a big fancy word, Cognitive Load.

Cognitive Load is a term that describes the amount of information your brain is processing.

Think of your brain like a computer. When you have too many windows open on your web browser, it slows down your computer because of the heavy amount of processing going on in the background.

That’s what a heavy Cognitive Load looks like and it impairs our capacity to manage change.

The heavier the load, the harder it is to change our behavior because it hinges on us installing new habits and this requires energy.

Since energy is in short supply the brain tries to be efficient and discourages us from creating new habits, especially if they’re difficult.

So when it comes to transforming our managers, we need to adjust our strategy.

Otherwise, they will revert back to their old behaviors, because they’re already programmed and familiar.

So how do you do this? I’ll answer that in just a moment but first, you need to understand one more problem that comes from working under a heavy Cognitive Load.

Task Work Vs People Work

Managers across the country complain to me about their stress. I’m sure you can relate.

When we constantly feel like we’re in catch up mode, we focus our energy on things that make us feel like we’re making progress.

Nothing is better at this than a To-Do List.

Checking boxes, and completing tasks relieve stress because they help us experience tangible progress, almost like a mini victory.

Compare the clarity of a To-Do List with the nebulous nature of leading people.

Because of this, busy managers are drawn to task work instead of people work because task work feels productive.

But unfortunately, this turns them into a sort of absentee leader, too busy checking boxes to be engaged with their own staff.

So the key is to get your managers out of the weeds and to hard wire new behaviors that will turn them into inspirational leaders.

But how do we do this?

Hint: Small steps over time.

Your managers need a simple process that’s easy to implement, won’t take more than a couple of minutes, and actually produces results.

They need a framework, with a low cognitive load, a step-by-step sort of thing, that’s going to produce long-term results.

And when you install this, everything changes…

Hardwiring Change in Your Managers

A Step-by-Step Process to Transform Your Managers

In case you don’t know me, I’m James Robbins and I’m a former preacher turned leadership and motivation expert, and for the last 15 years, I’ve been helping managers shift their behavior to become inspirational leaders.

After seeing how ineffective many leadership training programs were at producing long-term results, I developed a framework called Nine Minutes on Monday. Nearly a decade later it has transformed thousands of managers all around the globe.

Nine Minutes on Monday is a 10-week leadership program that helps busy managers increase the motivation of their employees by tapping into the Employee Engagement Drivers using a simple framework which produces long-term results.

Dead Simple & Effective

When your managers take the program you can expect to see a shift in their leadership effectiveness immediately.

After only one week your managers will step up and take ownership of their role in the engagement process and will have a renewed commitment to becoming effective leaders.

By week four you’ll see them coaching their employees and deploying powerful reward and recognition strategies as the trust between them and their staff flourishes.

By week eight you’ll witness them turning their employees from renters into owners by leveraging intrinsic motivation. They’ll also have curbed any micromanaging tendencies that are disempowering their staff.

By week ten, you’ll see the morale on their teams stronger than ever before and your managers will be leaning into those difficult conversations with employees who are poisoning morale.

Because the program is designed to produce long-term behavior change, Nine Minutes on Monday isn’t one of those flavor-of-the-month initiatives, but rather a powerful process to ignite engagement for years to come.

Each week as your managers come to work they learn to develop a simple plan for their leadership which then only takes a few minutes to execute.

Because when your managers show up to work having no plan, they end up going through the motions, not engaged in their own leadership, resulting in another week of lower productivity, lower engagement, and overall lower quality of work produced by your organization.

The cost of all of this can be staggering.

But when your managers have a step-by-step process that helps them increase engagement and morale, then you’re organization will experience a breakthrough.


Turned Around Low Employee Engagement

Here’s a large hospital whose employee engagement scores were suffering. Within the year they had doubled their scores and more than doubled their number of high performing teams.

This worked because busy managers were given a path to follow that was sustainable and produced behavior change.


Increased Their Sales

Here’s a manufacturing company that was experiencing low employee engagement and because of that, they were only hitting 68% of their sales targets. Within 8 weeks of starting the program, they were hitting 98% of their sales goals.

Even the Very Good Become Great

Here’s what one VP of HR said after seeing the engagement scores in her own department raise from ‘Very Good” to “Great.”

So if you need your managers to get out of the weeds and become more intentional about leading their teams with excellence then you have two choices.

You can scour the internet spending hours and hours looking for the right program, hoping it’s effective, and then spend another couple of weeks trying to get everyone excited about it…

Or, you can give me a call and I’ll walk you through exactly how Nine Minutes on Monday works and how it can transform your managers into inspirational leaders in only a few minutes a week.

To set up a quick phone call, click on the button below and you’ll come to a page that looks like this.

Then simply find a time that works best for you over the next couple of days I will give you a call.

I’m only doing a limited number of these so if you want to find out how Nine Minutes on Monday can transform your workplace then book your call today before I’m out of time slots.

Schedule a Call with James