SUMMARY OF ARTICLE

HOW TO CULTIVATE ENGAGED EMPLOYEES

The article focuses on measures for managers to cultivate a culture of engaged employees. Written by a
businessman turned consultant, the author is able to list various measures to ensure that employees are
subjected to conducive environment so as to allow them to be able to contribute optimally. The philosophy
highlighted is that managers must see themselves more as a catalyst for problem solving than as problem
solvers per se, for the success lies in successful execution of the capabilities of the subordinates. Manager’s
behaviour can easily destroy or reinforce a sense of mutuality among employees. Accordingly we enumerate
author’s lessons below.

1. Modesty

Virtue of modesty is of prime important as it enables the employees to be able to make a meaningful
contribution to the firm. When managers practice modesty, they allow their subordinates to openly make
recommendations and suggestions without worrying about the manager or his perception. Not practicing
modesty, for example by asserting one’s point of view or achievement, serves no purpose and defeats the
very reason of hiring the employees.

2. Listening

The author highlights the positive yields the art of listening can yield. Indeed, many managers listen; it is
equally important to assert the importance of listening and showing that employees are being listened in the
best way.

3. Inviting Disagreement

Inviting disagreements on the face value isn’t sufficient -this is the essence of author's argument in the
article. Managers, therefore, should view every interaction with employees, including informal or day to day
meetings, as a chance to learn their views and to be able to tap into their expertise.

4. Avoid Trying to have all Answers

An attempt to have all answers has a potential to fuel insecurity and ill-framed solutions. It is important to
be explicitly be aware of this fact because not having answers can easily cause loss of self-esteem and
therefore fuel a need to have all answers anyway. This, as said, will only produce poor results due to lack of
opinions.
5. Focussing on the Agenda

Author highlights the importance of having a prioritised set of points to be discussed in any meeting for
optimal output. Not doing so is expected to cause prolongation of meeting and unfulfilled objectives. Since
neither prolonged meetings are desirable nor unfinished agendas, it is important to stay focussed always.

6. Decision Making

While decision making forms the crux of manager’s activity, it is important to realize when it is feasible to
conclude with a decision , and when not to. Deliberate decisions are generally poorly thought and lack
richness. Such conduct may also send a aggressive signal to employees which might not be the best thing to
happen.