What I learned about Employee Engagement and “Flow” from my first year in business.

According to “the pursuit of happiness.org”, if we are actively involved in trying to reach a goal, or an activity that is challenging but well suited to our skills, we experience a joyful state called “flow”.  Apparently, when people are in “flow”, they shift into a mode of experience in which they become totally absorbed in the activity. Benefits include increased positive affect, performance, and commitment to long-term, meaningful goals. For organizations this means increased Employee Engagement and less retention.

Let’s take my experience this past year of building a new business by reflecting on the above statement to see where I experienced “flow”.

  • My Goal – To help IT leaders and agile Managers/Scrum Masters. Yes, I have a goal in mind that keeps me going.

  • Matching challenges with skills. Some of the things I have enjoyed most this past year have been good matches with my skills and strengths:

    1. Coaching some great people and getting to learn more about the joys and struggles of Agile Leaders/ Project Mangers and Scrum Masters.
    2. Connecting with people over coffee to find more about them and to see if we have any mutual goals.
    3. Facilitating interactions between people whom I think would be great connections.
    4. Meeting people at trade shows or conferences. Volunteering at Conferences has been great. Not only are you helping out, but you also are often blessed for your effort in return.
    5. Giving presentations, although this has been a learning experience. Still I am ready to do more of this.
    6. Thinking about the Strategic alignment of my business, vision, mission and values.
    7. Taking what I have learned from experience and applying it to coaching conversations.

For organizations, what about can be learn about Enabling others, performance and Employee Engagement.

  • Be sure to set meaningful goals, and tie them into the bigger picture for added effect. I like Simon Sinek’s book titled “Why’. He proposes that we get buy in from others by expressing the ‘why’, rather than the ‘what’.
  • Think about having people play to their strengths and matching up their skills to the challenges of the task at hand.
  • One more thing for flow in organizations. Positive feedback is important, and I like David Rock’s book Quiet Leadership, that suggests two things. First the importance of getting permission to give feedback, both positive and negative. Second that we use the feedback as a learning experience to find out what led to the employee’s success. In doing us, we can highlight some of the employees strengths.

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Article by: nicolamccrabbe.com

nicola.mccrabbe@gmail.com

403 481-6063

Helping Leaders and Teams Play to their Strengths.

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