Authority and Engagement

Ron Wastyn, Ph.D., Vice President, Chief Operating Officer, and Senior Leadership Consultant

Wastyn & Associates, Inc.

Anyone charged with the responsibility of managing or leading other people knows the importance of having engaged employees. Research shows that engaged employees have a higher retention rate, enhanced productivity, and lower absenteeism, among other benefits to the company. We also know that disengaged employees or stakeholders become a hindrance to achieving organizational goals.

So, how do we best engage others in organizational life? In this blog I touch on the nature of authority and its role in employee engagement.

Authority is the power given to someone to carry out a task. We authorize car mechanics to repair our car. We authorize the bank to take money out of our account to pay bills. Organizations authorize people to carry out the task needed to meet organizational goals.

How we use our authority makes a difference in how we engage other people and how they engage with the organization. If we want people to engage in the life of the organization, we need to invite them as partners. When we treat people as bystanders and just order them around and tell them what to do, we do not invite engagement.

Ron Heifetz who wrote Leadership Without Easy Answers, by far one of the most influential leadership books in the past 25 years, points out that authority has three purposes: to provide protection, direction and order. How a person in a position of authority provides direction matters and has a direct impact on engagement.

·         When setting direction, do you tell and command others in a one-way act of communication? “Do this, this way.”

OR

·         Do you seek to create a mutual understanding of direction? “We need to achieve this organizational goal with these resources and here is why. I think we can get there this way; what do you think?”

An understanding that attempts to explain to the other people the rationale behind the direction better builds engaged employees than telling them what to do because it values them as a person and their unique contributions to the organization. You recognize and value their specific expertise which make them feel appreciated and engaged.

But good direction for engaged employees does not end there. Next, you need to listen to their concerns about your suggested direction and engage in dialogue to develop a plan that meets both of your needs.