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The idea that engagement programs appeal to human traits is a red herring. Such a mindset misunderstands what people really want, writes Chris Smith.
There’s nothing like working with thousands – thousands – of people closely, in places around the country and the world, to gain a real insight into what works with people, what truly makes them tick, how to facilitate them being their very best and performing at their peak, when you really need it. This is absolute engagement. So it is after four decades of flying, working with crews, in the air and on the ground, needing them to be there for me when things went south, really quickly. Such is the life of a very fortunate pilot. Me. Contrary to popular belief, these two things just do not work. They’re a sugar hit. In fact, they can create real harm.
The success with my crews and staff absolutely weren’t as a result of money or prizes. They don’t work. Full stop. If we’re having to pay money – bonuses or incentives (think about that, “incentives”) for our people to work at their best – need I say more? They’re working for the money, not us. It doesn’t matter? We’re getting performance? It matters alright. Money is extrinsic. Remove the money; remove the engagement; remove the performance. Sadly also, we’ll never know what their best performance really is. We’ll never have given ourselves the opportunity to witness it.
Prizes? Maybe for a young or new employee there may be a short-term kick, but it won’t last, and employees who have “been around” a while have seen it all. Worse still, if we have a cynical workforce, give them a prize and they’ll think we’re trying to buy them off.
So, how did we get here?
It’s so exhilarating, euphoric, the beginning of a relationship. Our new partner can do no wrong, or if they do, no one does “wrong” as wonderfully as they do. “Don’t they leave their clothes in such a beautiful pile on the floor!” We’re self-sacrificing. After a while, “Maybe they could put their clothes in the laundry”. Then, “Look, I can’t do everything around here. Help out.” Well, you get the concept. The novelty wears off. We start to ask what’s in it for us, and that’s fair enough. Let’s think about that other major part of our life – work.
It, too, is exciting, the start-up phase of a new organisation or project. High morale is virtually guaranteed. Again we’re self-sacrificing for the cause, to get things up and running. “Sure, I’ll come in early. This is so much fun. It’s barely work.” “It’s fine, I’ll wait back an hour.” Later, “I really don’t feel like coming in at 6:00 this morning. Not again. It’s been months.” Then, “I can’t come in early tomorrow. I have things to do.” Further, “I’ll be in at 8:00. That’s my start time after all.”
The novelty has gone
It’s two years down “the road”, and we’re picking up signals. “Let’s do a survey and see how our staff are feeling.” “It’s not as good as we thought? We’d better start paying attention to our staff”. (Here it comes). “We’ll start an engagement program, a reward, to show we value them as part of ‘the team’.” Hang on a minute. What’s happened? What’s happened is that the euphoria has masked the true culture of the place (or the traits of our new partner), and it’s being revealed now. It takes a while to really get to know someone, or the true culture.
Here’s my take on engagement programs:
- They don’t work and are expensive. They can also set us up for future problems and expectations.
- The idea that they appeal to human traits is a red herring. That is to misunderstand what people really want.
- They have become an automatic inclusion. Say something over and over (like “we need an engagement program”) and it gains a false validity.
- They were introduced as a “cure”. If we “need” a cure, we have a problem. Fix the problem. Better still, let’s not have one in the first place.
So, what do we do?
Save the business an awful lot of money and make them a lot more. If it’s a new company, don’t start an engagement program. If it’s an existing business, freeze expenditure on any program and plan to cease it, to replace it with something costing a fraction and producing endlessly. Let’s just get the culture right. And that’s all about you – you and your relationship with your staff. Get that right and watch what happens – permanently.
Chris Smith is an author, senior airline captain and manager, lecturer, and counsellor.
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Your organization's culture determines its personality and character. The combination of your formal and informal procedures, attitudes, and beliefs results in the experience that both your workers and consumers have. Company culture is fundamentally the way things are done at work.
