Engaged Action Planning | Reality-Based Toolkit

Summary

In this insightful talk, Alex Tor, VP of People Evolution at Reality-Based Leadership, introduces the Engaged Action Planning Tool, designed to enhance workplace engagement by integrating accountability with employee desires. The tool addresses the common pitfall of focusing solely on perfecting conditions, which can lead to entitlement and chaos. By asking employees what they are willing to do to achieve their desired workplace improvements, the tool fosters a culture of shared responsibility, ultimately leading to a more sustainable and productive work environment.

Takeaways

• 🛠 The 'Engaged Action Planning Tool' is designed to foster clarity and improve mental processes amidst chaos.
• 🔄 There is a need to balance employee engagement with accountability to prevent entitlement and maintain a healthy workplace culture.
• 📈 Traditional engagement strategies may have flaws, focusing too much on perfecting circumstances and leading to workplace chaos.
• 💡 The tool encourages self-reflection and accountability by asking team members what they are willing to do to achieve their desired workplace improvements.
• 📝 Start with a list of employee suggestions from engagement surveys to identify what they want to improve in the workplace.
• 🤔 The process involves a pause for reflection, where team members are asked to consider their contributions to the desired changes, which can lead to a powerful shift in mindset.
• 📉 Overemphasis on fulfilling employee requests without accountability can lead to a cycle of unmet expectations and entitlement.
• 📈 The tool helps to bypass the ego and tap into a more constructive part of the brain, promoting a better mental process for problem-solving.
• 📋 After identifying what team members are willing to do, leaders can then determine how they can support these efforts with their resources and decision-making power.
• 🔑 Accountability is key to sustainable engagement; the tool helps leaders to implement this by focusing on what team members are willing to contribute.
• 🔄 The Engaged Action Planning Tool is a transformative approach to action planning that can change the way teams approach surveys and engagement efforts.

Q & A

What is the primary purpose of the Engaged Action Planning Tool discussed in the script?

The Engaged Action Planning Tool is designed to help organizations achieve a balance between employee engagement and accountability. It aims to clarify what can be improved in the workplace and encourages individuals to take responsibility for their part in creating those improvements.

Why is the balance between engagement and accountability important in an organization?

The balance is crucial because focusing solely on engagement without considering accountability can lead to entitlement and dissatisfaction among employees. It's essential to ensure that while employees are engaged and motivated, they also understand their role in contributing to the organization's success.

What is the potential negative outcome of focusing too much on perfecting circumstances in the workplace without emphasizing accountability?

Overemphasizing perfecting circumstances without accountability can create a sense of entitlement among employees. This may lead to a cycle of constant demands and dissatisfaction, as employees may feel they are owed improvements without considering what they can do to contribute positively.

How does the Engaged Action Planning Tool address the issue of entitlement in the workplace?

The tool addresses entitlement by introducing a step where employees are asked what they are willing to do to achieve the improvements they desire. This question prompts self-reflection and accountability, shifting the focus from what the organization should do to what individuals can contribute.

What is the significance of making the list of desired improvements visible to the entire team?

Making the list visible helps the entire team to see the collective goals and aspirations. It promotes transparency and encourages a shared sense of responsibility and commitment towards achieving those improvements.

How does the Engaged Action Planning Tool differ from traditional engagement surveys?

Unlike traditional engagement surveys that may focus solely on identifying what employees want, the Engaged Action Planning Tool goes a step further by also asking employees what they are willing to do to achieve those wants. This addition fosters a culture of shared accountability.

What is the role of leadership in implementing the Engaged Action Planning Tool?

Leaders play a crucial role in facilitating the use of the tool, guiding the team through the process of identifying improvements, reflecting on personal contributions, and supporting the team's efforts with resources and decision-making power when appropriate.

Can you provide an example of how the tool might be used in practice?

An example given in the script is when an employee wanted more transparency in the organization. After reflecting on what they could do to contribute to this, they admitted to lying about being sick and committed to being more transparent in the future, which is a personal action they are willing to take.

What is the significance of the 'what are you willing to do' question in the Engaged Action Planning Tool?

This question is significant because it shifts the focus from what the organization needs to do to what each individual is willing to contribute. It encourages personal accountability and can lead to creative solutions and a more engaged workforce.

How does the tool help to avoid the cycle of constant demands from employees?

By asking employees what they are willing to do to achieve the desired improvements, the tool helps to establish a sense of shared responsibility. This can prevent the cycle of constant demands, as it makes employees consider their part in the process and promotes a more sustainable approach to workplace improvements.

What is the final step in the Engaged Action Planning Tool process after identifying what employees are willing to do?

The final step is for leadership to identify what they can do to support the team's willingness and efforts. This could involve providing resources, access to decision-making, or other forms of support, but only after a shared sense of accountability and willingness has been established.