Eight Critical Elements to Take Your Organization from Engaged to Entangled

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Freedom to operate begins with clear definitions of each employee’s role and performance expectations, which helps to define one’s area of responsibility. Discipline relates to appropriate conduct in any situation, which relates to core values and desired behaviors. Freedom also means deciding how best to reach one’s goals while helping one’s organization excel.

It is widely proven that employee engagement is directly linked to the profitability and sustainability of a business. Why is it, then, that, according to the Gallup Organization, only 11 percent of all employees worldwide are engaged in their work? Shouldn’t engagement be a higher priority for business leaders?

Engagement means being committed to something or someone in an organization. This commitment can be rational — seeing one’s job as serving a financial, developmental, or professional self-interest — or emotional, where one values, enjoys, or believes strongly in what one does. In either instance, however, even engagement is not always enough. According to Dr. Ray Benedetto, a consultant who helps leaders build high-performing, character-based cultures in addition to teaching at the University of Phoenix Chicago Campus MBA program, and Molly Meyer, a marketing professional and independent writer, there needs to be something more.

Going Beyond Engagement

Their research revealed several companies where employees possess strong emotional attachments that have led to remarkable results and exceptional performance. Employees in these companies are more than engaged; they are entangled — where the drive for positive employee-company dedication and commitment run constantly at the deepest levels, resulting in a sustainable competitive advantage for each company.

Although “entangled” sounds negative, it is an extremely strong positive force that draws people together. A key difference between engaged and entangled employees is the tension that arises from the knowledge that things can always be better. Entangled employees are never satisfied with simply being good. They want to be great, and that mentality is what affects profitability and sustainability of their respective businesses.

Entangled employees operate within unique cultures where eight critical elements exist. The synergy and magnetism that arise as each element strengthens become the distinctive competence that competitors cannot imitate, which leads to a unique competitive advantage.

Dr. Ray Benedetto, DM, is a retired USAF Colonel. He founded a consulting firm that helps leaders build high-performing, character-based cultures in addition to his teaching leadership and strategic planning for the University of Phoenix Chicago Campus MBA program. Molly Meyer is marketing professional and independent writer. They are the co-authors of It’s My Company Too! How Entangled Companies Move Beyond Employee Engagement For Remarkable Results. For more information, please visit, www.ItsMyCompanyToo.com.

 

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