Yesterday we said we will give you more in the way of tips and ideas on how to think of and act on the difference (and empowering similarities) between “passion” and “engagement”.
In this video, we reiterate why that matters, and why, these terms have to be elevated and brought into the light so we can collectively live better work lives.
No one denies the massive disengagement issue we have on our hands and no one claims their shop is immune, so we have to be willing to dissect everything from the wording to the meat of the experience to reverse it.
Understanding what are ways that help us as individuals and, even more importantly, as teams to tap into our passion reserves – recall what it was that ignited our imagination about the work at first; circle through what are the individual character strengths that make us best suited for the job; remember what it feels like to be in a psychologically safe team that moves fast and moves mountains; claw back at the initial levels of interest in the domain and topic and any other exercise that helps us tap into it and fawn the flames again is immensely valuable and creates more “engagement” in the true sense of the word than many other initiatives.
Passion becomes even more powerful when it is sustained by purpose and by observing our impact. As internal drivers go, passion is one of the most powerful ones and not utilising it is simply wasteful in a world where we can’t afford the waste. When we transform that internal driver into a shared team experience it is even more impactful.
Someone asked us the other week “What if I get my people to go in search of their passion and they can’t find it but now they’re reminded of it and they leave?” What then? If they do then you lost disengaged employees who were nowhere near their potential and their best selves and weren’t going to become high performing any time soon. It’s the classic “What if we don’t do the right thing and they stay?” argument that we have from Henry Ford and Richard Branson.
People without a vivid recollection of their passion, who are not engaged are neither the employees you want nor the people and employees they themselves want to be, so no one wins.
Help them win, help them remember what matters and what moves them and then watch them soar.
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The 3 “commandments of Psychological Safety” to build high performing teams are: Understand, Measure and Improve
At PeopleNotTech we make software that measures and improves Psychological Safety in teams. If you care about it- talk to us about a demo at contact@peoplenottech.com
To order the “People Before Tech: The Importance of Psychological Safety and Teamwork in the Digital Age” book go to this Amazon link