Struggling to boost engagement in your organisation? 

Or maybe thinking about trying out a new approach?

If so, this is article is for you.

It’s essence: if people feel depleted, they struggle to engage. Build resilience, and engagement follows. Both are essential for sustaining performance and improvement effort.  

This article considers the vital role leaders play in fostering the right conditions for promoting and connecting the two.

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Engagement - Find the vital spark

Many organisations run regular people engagement surveys, some annually, others more frequently. It’s an accepted way to check how people are feeling and how connected they are to their work. The survey process can absorb a lot of time and effort.

Despite the effort, many leaders are left scratching their heads when engagement levels don’t shift that much over time.

High scores are often celebrated and left alone. Lower scores get more attention and more of a focus on local leader and manager activity. Energy gets spent, initiatives get launched… but when the next survey rolls around, it’s déjà vu.

Why is it so hard to move the engagement dial?  What’s else might needed?

Engagement is leader-led

Back in 2008 the MacLeod Report outlined four powerful engagement drivers: a compelling leader story and narrative, engaged leaders (who are themselves engaging), a strong employee voice, and visible integrity (leaders who walk their talk).

In other words, engagement is less about making employees feel better, and more about creating the kind of environment where engagement grows naturally. That begins with leaders showing up differently - with purpose, authenticity and a willingness to listen and to learn.

Engagement - Find the vital spark

If engagement provides the spark, resilience is the fuel.

You can’t expect high engagement in an environment where people are exhausted, overloaded, or in constant firefighting mode. Resilience isn’t about just coping — it’s about building the capacity to recover, adapt and perform in the face of ongoing challenge.

So, before trying to boost engagement, ask:  Are people resilient enough to engage right now?

If not, that’s where the work should begin.

A more powerful approach

When resilience and engagement go hand in hand, the basis for brilliant change is in place. With the Macleod report findings in mind, imagine:

• Leaders shaping a shared story with their teams, not just for them.

• Conversations that surface deep issues, and that drive creative and novel responses to existing problems.

• Values that can be evidenced every day, not just laminated on a wall.

• Colleagues who feel hopeful and energised, not just heard.

In short, engagement becomes something people do, not something done to them or on their behalf.

If your Engagement survey results are low or are flatlining, maybe now is the time to adjust your approach.  Start by strengthening your organisation’s resilience. Then reconnect leaders and teams in a way that builds trust, clarity and energy.  When that happens, engagement won’t need to be driven - it will grow by itself.              

We regularly help leaders and HR teams get fresh and powerful insight from their people engagement and wider survey results. Insight that leads to resilient and engaged teams who are ready and motivated to tackle the next big organisational challenge.  If this is something that your organisation needs or wants to explore, then let’s talk!