1. Notes:
In the following slides, you will find best practice actions and activities you and your workgroup members can use every day to increase engagement. They are SAIC-specific and are being used now by managers and other workgroup members who regularly receive high engagement ratings.
You can either go through every slide, or choose the Q12 questions you care about the most.
All actions and activities can be used by managers and most of them can be initiated by workgroup members.
Driving Engagement Every Day: 2011 Engagement Survey Best Practices by Q12 Item

2. Gallup Engagement Hierarchy
Opportunities to learn and grow
Progress in last six months
I have a best friend at work
Coworkers committed to quality
Mission/Purpose of company
At work, my opinions seem to count
Someone at work encourages my development
Supervisor/Someone at work cares
Recognition last seven days
Do what I do best every day
I have the materials and equipment
I know what is expected of me at work
Basic
Needs
What do I get?
Management
Support
What do I give?
Teamwork
Do I belong?
Growth
How can
we grow?
Notes:
The “Engagement Hierarchy” is a conceptual way of thinking about the Q12 items. Gallup has organized the items into 4 sections:
The bottom two sections of the hierarchy are what Gallup refers to as the foundational items (1-6 Basic Needs and Management Support). Managers and workgroups should pay particularly close attention to these items as Gallup research has shown that if the foundational items are not securely in place, making progress toward the other elements can be much more difficult. 
The BASIC NEEDS section is made up of the two most fundamental aspect of the work environment,  helping an employee know their expectations and making sure they have the “tools” necessary to their job well. 
The MANAGEMENT SUPPORT section includes positioning team members to “do what they do best”, providing frequent recognition, helping team members feel cared about and having someone at work who encourages development. 
The TEAMWORK section, is all about that aspect of feeling as though you belong. The four questions that make up this section of the pyramid are about opinions counting, the mission/purpose of the company connecting to the work employees are doing, coworkers committed to doing quality work, and having a best friend at work. 
The GROWTH section of the pyramid deals with the growth aspect of the work environment. The two questions that make up this section are, “Someone has discussed my progress in the last six months,” and “This last year I have had opportunities to lean and grow.”  2
Copyright © , 2008 Gallup, Inc. All rights reserved.

3. A Important Note About This Section
This section is about incorporating day-to-day changes into how you and your workgroup can change collective engagement for the better.
As you read through this section of Best Practices, you will notice that the primary focus in every example is to have a conversation and take actions with your workgroup, either individually or together.
The series of actions/activities are designed to be integrated into your regular workgroup meetings and/or one-on-ones.
Review the suggestions for actions with your workgroup; request additional suggestions.
As Gallup research indicates, the Q12 scores will naturally improve if you and the workgroup are talking and acting on the right things on a regular basis.
Notes:
This slide speaks for itself. 3

4. An Engaged Workforce Contributes to High Performance
Focus Matters
Accountability and Follow Through
Align Behaviors With Messaging
Improved Engagement
Higher Performance
Notes:
The 2011 engagement survey results showed that focus matters. It is important to align behaviors with messaging and accountability and follow-through are critical.
Those areas that had the highest focus at the enterprise level since 2009 regarding strategy alignment and communications had the biggest mean score increases.
Although there has been work done on systems and processes at the enterprise level to enhance development and performance discussions, it hasn’t flowed down to local levels. Therefore, we see slight decreases in questions related to these areas.
Lastly, it is clear that accountability and follow-through regarding the survey is critical as reflected in survey scores. 4
Copyright © 2011 Gallup, Inc. All rights reserved.

5. Gallup Engagement Hierarchy
Opportunities to learn and grow
Progress in last six months
I have a best friend at work
Coworkers committed to quality
Mission/Purpose of company
At work, my opinions seem to count
Someone at work encourages my development
Supervisor/Someone at work cares
Recognition last seven days
Do what I do best every day
I have the materials and equipment
I know what is expected of me at work
Basic
Needs
What do I get?
Management
Support
What do I give?
Teamwork
Do I belong?
Growth
How can
we grow?
The “Engagement Hierarchy” is a conceptual way of thinking about the Q12 items. Gallup has organized the items into 4 sections:
The bottom two sections of the hierarchy are what Gallup refers to as the foundational items (1-6 Basic Needs and Management Support), managers and workgroups should pay particularly close attention to these items as Gallup research has shown they are particularly important in the creation of a great work environment that performs well.  To go further, if the foundational items are not securely in place making progress toward the other elements can be much more difficult. 
The BASIC NEEDS section is made up of the two most fundamental aspect of the work environment,  helping an employee know their expectations and making sure they have the “tools” necessary to their job well.  5
Copyright © , 2008 Gallup, Inc. All rights reserved.

6. “I know what’s expected of me at work.”
Best Practices for Q1:
“I know what’s expected of me at work.”
FOCUS: Managers & Workgroup Members can:
Ensure you and your workgroup write SMART (specific, measurable, actionable, realistic, and time specific) performance objectives.
Share your performance objectives with your workgroup.
Focus Matters
Require Accountability and Follow Through
Align Behaviors With Messaging
REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can:
Give regular just-in-time feedback for meeting/exceeding objectives and the opposite.
Ask for assistance or support when you hit roadblocks or obstacles that are out of your control.
Notes:
Try these actions and see engagement improve in your workgroup.
Q01. I know what is expected of me at work. – DEFINITION
Gallup’s research shows that many great workplaces have defined the right outcomes; they set goals for their team members or work with them to set their own goals. They do not just define the job but define success on the job.
For team members to be aware of their expectations, they should have a way to rank, rate, or count as many of the desired outcomes as possible. Also, these measures of performance should fit with what the rest of the organization is saying and doing.
ALIGN BEHAVIORS: Managers & Workgroup Members can:
Show how all performance objectives align with SAIC’s and your organization’s strategy.
Request a half-year meeting to review progress against performance objectives and make required adjustments. 6

7. Best Practices for Q2: “I have the materials and equipment
I need to do my work right.”
FOCUS: Managers & Workgroup Members can:
Before budgeting, ask the workgroup what resources they need to complete next year’s projected objectives.
Understand equipment replacement/upgrade contract language and order per schedule – DO NOT wait for shutdowns to occur.
Focus Matters
Require Accountability and Follow Through
Align Behaviors With Messaging
REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can:
Be transparent on what resources the budget will/won’t cover and establish priorities as such.
Ensure no favoritism, or the appearance in assigning “best” resources, especially to yourself.
Notes:
Try these actions and see engagement improve in your workgroup.
Q02. I have the materials and equipment I need to do my work right. – DEFINITION
Based on Gallup’s extensive research, great managers find out what people need in the way of materials and equipment; place the responsibility for this on the team members; and make sure team members know how to earn the right to certain materials and equipment.
A great way for team members to increase their responsiveness to this question is to determine what “materials and equipment” means to them. Sometimes they are referring to accessibility of information, rather than specifically to materials and equipment.
ALIGN BEHAVIORS: Managers & Workgroup Members can:
In every Focal Point review ask workgroup members if they have all resources they need to meet projected objectives.
See what resources can be shared among your workgroup. 7

8. Gallup Engagement Hierarchy
Opportunities to learn and grow
Progress in last six months
I have a best friend at work
Coworkers committed to quality
Mission/Purpose of company
At work, my opinions seem to count
Someone at work encourages my development
Supervisor/Someone at work cares
Recognition last seven days
Do what I do best every day
I have the materials and equipment
I know what is expected of me at work
Basic
Needs
What do I get?
Management
Support
What do I give?
Teamwork
Do I belong?
Growth
How can
we grow?
Notes:
The “Engagement Hierarchy” is a conceptual way of thinking about the Q12 items, Gallup has organized the items into 4 sections:
The bottom two sections of the hierarchy are what Gallup refers to as the foundational items (1-6 Basic Needs and Management Support), managers and workgroups should pay particularly close attention to these items as Gallup research has shown they are particularly important in the creation of a great work environment that performs well.  To go further, if the foundational items are not securely in place making progress toward the other elements can be much more difficult. 
The MANAGEMENT SUPPORT section includes, positioning team members to “do what they do best”, providing frequent recognition, helping team members to feel cared and having someone at work who encourages development.  8
Copyright © , 2008 Gallup, Inc. All rights reserved.

9. Best Practices for Q3: “At work, I have the opportunity
to do what I do best every day.”
FOCUS: Managers & Workgroup Members can:
During Focal Point, review each workgroup member’s total background (reread their resume), ensuring you know all their capabilities. After 3 years in one job the full set of skills colleagues have are easily forgotten by others.
Network to find special projects that need your special skills.
Focus Matters
Require Accountability and Follow Through
Align Behaviors With Messaging
REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can:
Encourage workgroup members to request multiple person input for Focal Point review.
Volunteer for special projects that increase your visibility in what you do best.
Notes:
Try these actions and see engagement improve in your workgroup.
Q03. At work, I have the opportunity to do what I do best every day. – DEFINITION
For this item, it is important to keep each team member’s talents in mind, to build relationships, and to help others identify their unique talents. It is vital that every individual understands his or her strengths and weaknesses.
A good way of promoting this is to discuss what each person believes his or her leading strengths are, in terms of skills, knowledge, and innate talents. Writing these strengths down often helps.
ALIGN BEHAVIORS: Managers & Workgroup Members can:
Regularly ask workgroup members what else they feel they could be doing for SAIC.
Tell your manager and workgroup how you feel about this question is being addressed in your workgroup and help address problems. 9

10. Best Practices for Q4: “In the last seven days, I have received recognition or praise for doing good work.”
FOCUS: Managers & Workgroup Members can:
Ask each workgroup member their preferred method for receiving praise or recognition and use it (Platinum Rule: Do unto others the way that’s best for them!).
“Catch” colleagues doing something right regularly.
Focus Matters
Require Accountability and Follow Through
Align Behaviors With Messaging
REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can:
Be specific in giving feedback, use behavioral language describing what they did and the results achieved. “Good job” is vague and can seem disingenuous.
Allow subordinates to present their own ideas, (and even present for you whenever possible) especially when it means they will get higher level visibility.
Notes:
Try these actions and see engagement improve in your workgroup.
Q04. In the last seven days, I have received recognition or praise for doing good work. – DEFINITION
Workplaces that excelled in this question relied on forms of recognition that are specific, predictable, frequent, and instantaneous. They are known to promote a recognition-rich environment, with praise coming from every direction, and with everyone knowing how others like to be recognized.
Many wonder how often people should be praised, but a good rule of thumb is about once a week. If this seems too often, consider why frequent praise is so important. Whenever a person does something, there are consequences. Those consequences will affect whether team members engage in that behavior again. We know that to get the results or consequences we want, frequent praise can encourage the behavior that produces it.
ALIGN BEHAVIORS: Managers & Workgroup Members can:
Use “WE did this” instead of “I . . .” whenever possible.
Use SAIC recognition tools like “High Five”, etc. whenever appropriate. 10

11. Best Practices for Q5: “My supervisor, or someone at work,
seems to care about me as a person.”
FOCUS: Managers & Workgroup Members can:
Find out what your workgroup members care about outside of the workplace and ask them about those areas regularly.
Check in with workgroup members about their current work load before assigning more.
Focus Matters
Require Accountability and Follow Through
Align Behaviors With Messaging
REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can:
Find out what motivates each workgroup member and do your best to provide that in their work environment.
Never take credit for others’ work; increase enterprise-wide exposure of others.
Notes:
Try these actions and see engagement improve in your workgroup.
Q04. In the last seven days, I have received recognition or praise for doing good work. – DEFINITION
Workplaces that excelled in this question relied on forms of recognition that are specific, predictable, frequent, and instantaneous. They are known to promote a recognition-rich environment, with praise coming from every direction, and with everyone knowing how others like to be recognized.
Many wonder how often people should be praised, but a good rule of thumb is about once a week. If this seems too often, consider why frequent praise is so important. Whenever a person does something, there are consequences. Those consequences will affect whether team members engage in that behavior again. We know that to get the results or consequences we want, frequent praise can encourage the behavior that produces it.
ALIGN BEHAVIORS: Managers & Workgroup Members can:
Develop a relationship with each workgroup member.
When presented with information about a workgroup member’s personal problems, keep them to yourself and take them into consideration regarding their work and workload. 11

12. Best Practices for Q6: “There is someone at work who
encourages my development.”
FOCUS: Managers & Workgroup Members can:
Coach and provide feedback regularly, not just during Focal Point reviews.
Frame any performance objectives that require new experiences as developmental – that’s what they are (remember, 70% of development occurs in your “day job”).
Focus Matters
Require Accountability and Follow Through
Align Behaviors With Messaging
REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can:
Use workgroup members to develop each other (share lessons learned, brown bag lunches, etc.).
Do After Action Reviews (AARs) with workgroup members on the project AND not on the project.
Notes:
Try these actions and see engagement improve in your workgroup.
Q06. There is someone at work who encourages my development. – DEFINITION
In this case, “development” does not mean getting people promoted. It does not mean each team member gets what he or she wants. It means helping individuals find roles that fit their natural strengths: their unique combinations of skills, knowledge, and talent.
Previous Gallup findings have concluded that workgroups that receive high scores on this particular item do not try to put in what was left out, but rather, try to draw out what was left in; they provide constant feedback; and they find creative developmental opportunities for each other.
ALIGN BEHAVIORS: Managers & Workgroup Members can:
Identify development goals and needed resources and share them with your manager before budget time.
Expand your network because 20% of development is exposure to new people and situations. 12

13. Gallup Engagement Hierarchy
Opportunities to learn and grow
Progress in last six months
I have a best friend at work
Coworkers committed to quality
Mission/Purpose of company
At work, my opinions seem to count
Someone at work encourages my development
Supervisor/Someone at work cares
Recognition last seven days
Do what I do best every day
I have the materials and equipment
I know what is expected of me at work
Basic
Needs
What do I get?
Management
Support
What do I give?
Teamwork
Do I belong?
Growth
How can
we grow?
Notes:
The “Engagement Hierarchy” is a conceptual way of thinking about the Q12 items, Gallup has organized the items into 4 sections:
The TEAMWORK section, is all about that aspect of feeling as though you belong, the four questions that make up this section of the pyramid are my opinions at work seem to count, the mission/purpose of my company makes me feel my work is important, coworkers are committed to doing quality work, and having a best friend at work.  13
Copyright © , 2008 Gallup, Inc. All rights reserved.

14. Best Practices for Q7: “At work, my opinions seem to count.”
FOCUS: Managers & Workgroup Members can:
Ensure most meetings have a “share ideas” component – even just a short one – where everyone can contribute opinions.
Don’t be afraid to ask for help from your workgroup. The best managers know they don’t have all the answers, but always know when to ask questions.
Focus Matters
Require Accountability and Follow Through
Align Behaviors With Messaging
REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can:
Ask workgroup members where they feel their opinions count and where they do not and address issues.
Examine your own biases on a regular basis and how they may affect what you consider appropriate/inappropriate ideas.
Notes:
Try these actions and see engagement improve in your workgroup.
Q07. At work, my opinions seem to count. – DEFINITION
Team members who give high scores on this item feel they have access to channels of communication across different levels or divisions of the organization, and their managers work to maintain those channels. Groups do not function very well when the team members in them feel insignificant or irrelevant.
Managers ask team members for their opinions and include their ideas in the decision-making process whenever possible. This means everyone should have a chance to express his or her ideas.
ALIGN BEHAVIORS: Managers & Workgroup Members can:
Ask for feedback on yourself regularly – at least at Focal Point review.
Think about other people’s styles, and how best to approach them with new ideas so that the style of approach doesn’t negatively influence the idea itself. 14

15. Best Practices for Q8: “The mission or purpose of my
company makes me feel my job is important.”
FOCUS: Managers & Workgroup Members can:
Put SAIC’s and your organization’s strategy down as a regular topic on your workgroup meeting agenda.
If you don’t understand something about the strategy, keep asking questions until you do.
Focus Matters
Require Accountability and Follow Through
Align Behaviors With Messaging
REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can:
Share all good news about major organization and SAIC wins; explain all problematic news timely and allow time for Q&A.
Ensure you understand every workgroup member’s roles and how they align with the strategy.
Notes:
Try these actions and see engagement improve in your workgroup.
Q08. The mission or purpose of my company makes me feel my job is important. – DEFINITION
This question measures a key source of motivation for team members — the idea that their organization represents values that they themselves share. Effective workplaces cultivate that feeling, including providing constant clarification of the overall mission of the organization, as well as the ways in which each individual team member contributes to the achievement of the mission.
As human beings, we like to feel as though we belong. Individual achievement is great, but we are likely to stay committed longer if we feel we are part of something bigger than ourselves.
ALIGN BEHAVIORS: Managers & Workgroup Members can:
Ensure alignment of each employee’s performance objectives and their role to your organization’s and SAIC’s strategy.
Distribute copies of all briefings related to the strategy, the Integrated Business Planning Process (IBPP), or other bigger picture information to all workgroup members. 15

16. Best Practices for Q9: “My associates or fellow employees
are committed to doing quality work.”
FOCUS: Managers & Workgroup Members can:
Clearly define success and be consistent in applying measurement.
Anticipate roadblocks in the company where quality can be compromised and eliminate obstacles in advance.
Focus Matters
Require Accountability and Follow Through
Align Behaviors With Messaging
REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can:
Take quick and decisive punitive action on anyone who does not provide quality.
Explain what quality means per the contract or agreement with the customer.
Notes:
Try these actions and see engagement improve in your workgroup.
Q09. My associates or fellow employees are committed to doing quality work. – DEFINITION
Workgroups that score well on this question tend to be good at providing clear quality standards and keeping those standards at the forefront of team members’ minds. Thus, team members are capable of accurately evaluating their own performance, as well as that of their teammates.
Clear communication of standards enhances accountability and builds trust among coworkers. We also know that not everyone will see “quality” in the same way if everyone’s concept of the word is different. To remedy this, having a clear definition helps. The best place to start is with customers, both internal and external.
ALIGN BEHAVIORS: Managers & Workgroup Members can:
Publish measures of quality success. Behavior is very responsive to “positive and negative visibility” of the outcome of their work.
Ensure customers never become too dependent on one employee for quality. 16

17. Best Practices for Q10: “I have a best friend at work.”
FOCUS: Managers & Workgroup Members can:
Find a person you can trust to have your back.
Find out what each workgroup member needs to be self-motivated and help provide that as much as possible.
Focus Matters
Require Accountability and Follow Through
Align Behaviors With Messaging
REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can:
Allow for an appropriate amount of failure when workgroup members are working on development assignments – this builds trust.
Ask for general feedback about yourself regularly and ACT ON IT – this builds trust.
Notes:
Try these actions and see engagement improve in your workgroup.
Q10. I have a best friend at work. – DEFINITION
I have a best friend at work” is really a proxy for trust. We are interested only in whether there is a person at work whom you would consider a best friend “at work”. Think about people whom you would consider “best friends.” People with whom you share values, you can trust, and who are watching out for you. You are going to feel more confident in making decisions, taking risks, and being more productive because you don’t have to spend a lot of time watching your back. Chances are, you’re going to feel like there is more open communication within your team.
ALIGN BEHAVIORS: Managers & Workgroup Members can:
Help workgroup members build and expand their networks to build trust and rapport with more people.
Find out how much trust others have in you by asking them and others. Address all issues immediately. 17

18. Best Practices for Q11: “In the last six months, someone
at work has talked to me about my progress.”
FOCUS: Managers & Workgroup Members can:
Ensure you ask about workgroup members’ career goals every year, and that you understand what they think is the appropriate timing. Either resolve discrepancies with the company’s view, or develop an appropriate plan.
Share all career opportunities enterprise-wide with your workgroup members.
Focus Matters
Require Accountability and Follow Through
Align Behaviors With Messaging
REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can:
Remember that workgroup members are not yours – their SAIC’s.
Develop a joint plan between workgroup member and the company on how to achieve career goals.
Notes:
Try these actions and see engagement improve in your workgroup.
Q11. In the last six months, someone at work has talked to me about my progress. – DEFINITION
One of Gallup’s most consistent research findings has been that feedback improves performance. High-scoring groups establish structured feedback processes for their team members, which include clearly defining goals and achievement levels, and then meeting regularly with each team member to track his or her progress toward those goals.
We realize that we all need feedback to know how far we have come. We need signs to track our progress.
ALIGN BEHAVIORS: Managers & Workgroup Members can:
Seek input from others about your own progress, or that of your workgroup members.
Remember that what you see is not the only way each workgroup member is seen. Request input from multiple people for Focal Point review. 18

19. Best Practices for Q12: “This last year, I have opportunities
at work to learn and grow.”
FOCUS: Managers & Workgroup Members can:
With technical workgroup members, find out what specific areas quickly become obsolete and ensure you keep workgroup members current in those areas.
Ensure some of your performance objectives include new or stretch experiences – that’s the best way to learn and grow.
Focus Matters
Require Accountability and Follow Through
Align Behaviors With Messaging
REQUIRE ACCOUNTABILITY: Managers & Workgroup Members can:
Use workgroup members to help develop each other.
Allow workgroup members to shadow each other or cross-train as often as possible.
Notes:
Try these actions and see engagement improve in your workgroup.
Q12. This last year, I have had opportunities at work to learn and grow.
Engaged team members need to feel that their job contributes in some way to their professional or personal development. Great workplaces are those in which team members are provided with educational opportunities that address their development — this may include formal classes or simply finding new experiences for them to take on.
Each team member will define “opportunities” differently. For some team members, this may mean training classes and seminars; for others, this means promotions and increased responsibilities; and for others, this might mean working on special projects or assignments.
ALIGN BEHAVIORS: Managers & Workgroup Members can:
Frame any performance objectives that require new experiences as a growth and learning opportunity – that’s what they are.
Do After Action Reviews (AARs) with all workgroup members regardless of whether they were involved in the project. 19

20. Gallup Engagement Hierarchy
Opportunities to learn and grow
Progress in last six months
I have a best friend at work
Coworkers committed to quality
Mission/Purpose of company
At work, my opinions seem to count
Someone at work encourages my development
Supervisor/Someone at work cares
Recognition last seven days
Do what I do best every day
I have the materials and equipment
I know what is expected of me at work
Basic
Needs
What do I get?
Management
Support
What do I give?
Teamwork
Do I belong?
Growth
How can
we grow?
Notes:
The “Engagement Hierarchy” is a conceptual way of thinking about the Q12 items, Gallup has organized the items into 4 sections:
The final GROWTH section of the pyramid deals with the growth aspect of the work environment, the two questions that make up this section are, someone has discussed my progress in the last 20
Copyright © , 2008 Gallup, Inc. All rights reserved.

21. Tips for Regularly Addressing Engagement
Individualize, individualize, individualize
Treat each person uniquely – managing individuals is not a one-size-fits-all endeavor.
Ask questions of each workgroup member to find out what is important to them.
Frequent interactions & communication
“Over communicate” information on SAIC, your organization, strategy, financial performance, etc.
Find ways to integrate engagement into existing meetings and discussions with workgroup members as a group, and individually.
Tell the truth, be transparent; share good news quickly; share bad news even quicker with explanation on what will be done about it.
Ask for feedback about yourself REGULARLY and act on any developmental issues.
Be a ROLE MODEL for high performance behavior; be ethical, collaborate, take a bigger view, engage your team, translate strategy into action.
Focus on strengths & success in addition to development needs
Invest in the best; spend quality time your time with your high performers, help them be at their best by removing obstacles and show them they are appreciated
Follow best practices for developmental feedback: give it just-in-time, hold people accountable, provide appropriate support, remove poor fits quickly
Capitalize on the strengths of your workgroup in addition to the development needs
Notes:
This slide contains some of the best practices that work at SAIC. They also correspond with best practices Gallup knows work within other companies of similar size and in similar industries. Improving engagement is a steady process that is filled with actions that are meaningful to your workgroup. Try some of the actions above and see how easily they fit into every day work activities. 21
Copyright © 2008 Gallup, Inc. All rights reserved. 21

22. Reality: Engagement Does Not Happen In Isolation
Organizational Expectations
Time sold requirements
Remote workforces
Limited interaction opportunities
Priority of engagement
Newly introduced strategic direction
Individual Workgroup Member Needs
Relationships
Staying current in technical skills
Being “in on things”
They are providing value
To contribute what they do well; good job fit
Notes:
The manager and the workgroup need to work together to own and improve engagement. This simple graphic shows where organizational expectations and individual workgroup members’ needs overlap.
It is critical that everyone involved in improving engagement understand that the manager is a catalyst for action but the workgroup members need to participate in creating and working the solution. Recognize some issues are individual and others may be outside of the workgroup’s control; have a plan to address these when they arise.
The successful manager recognizes all of the elements at play and provides the opportunity his/her workgroup to address these in a meaningful way. The manager is a catalyst for action but the workgroup members need to participate in creating and working the solution. Recognize some issues are individual and others may be outside of the workgroup’s control; have a plan to address these when they arise.