Employee engagement

Full image of Antoni Lacinai at TEDx event in Vasa, Finland

Possible titles:

The hidden reasons for employee engagement

From Red-Light to Green-Light 

Master your communication – elevate your infouence

Building team spirit and a bigger WE

You get the colleagues you de-SERVE

We know that employee engagement overall is too low in many countries. A minority feels really motivated and engaged, happy to come to work and perform at their best. On the other end of the scale you have the saboteurs who spread their poison and make everyone around them feel miserable. They will decrease the overall productivity by a third if they are left to their own actions.

So how can your organization increase peoples’ positive feelings toward your workplace? How can you boost collaboration and elevate the motivation? The key is in how you and your colleagues communicate with each other.

In Antoni’s keynotes, you will get insights on:

• Why teams and organizations get stuck on the wrong level of engagement
• What the best teams do to outperform the rest. 
• Where Gallup is right – and wrong – in their analyses of employee engagement
• Why your brain traffic light need to be green, to be productive, creative and constructive
• Why people are like popcorn
• How civility trumps rudeness every day of the week
• Up to 20 Communication insights and concrete tips
• The three superpowers of communication and how they are real game changer• Up to 20 Communication insights and concrete tips

This keynote is suitable for main stage performances. The audience are both leaders and team members who want to get insights and an energy boost.

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I REMEMBER COACHING A MANAGER  who was a bit frustrated that his boss didn’t promote him. I started off asking him the usual GROW questions, but soon realized that I was drifting when I heard myself saying:

“So what did your boss say when you told her that you deserved that promotion? What did she say when you gave her your rea- sons and arguments?”

He looked at me and said: “I haven’t told her that … do you think I should?”

“How else can she know how you feel?”

“Well, I guess she can’t. I’m gonna talk to her right after this session.”

We ended the session and I remembered leaving with mixed emotions. On the one hand, I had nudged him (or pushed) by simply assuming something that made him act. On the other hand, I had manipulated him to take the bull by the horn, just so that he would get results faster than sitting idle and complaining. But here’s the thing: It wasn’t up to me to decide his action. That’s not how pure coaching works.

SO, THE REAL QUESTION TO THIS STORY IS: WAS THAT ETHICAL?

Feel free to read the whole article I wrote as a guest columnist for GROW magazine where the theme was ETHICS.

 

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