Zinger's Employee Engagement Manifesto

The New21-Point Employee Engagement

Manifesto

David ZingerGlobal Employee Engagement Speaker and Expert

Founder & Host of the Employee Engagement NetworkWebsite: www.davidzinger.comEmail: [email protected]

http://www.davidzinger.com/

mailto:[email protected]

Our current practices and approaches to employee engagement are failing. They are failing to achieve organizational results and most employees fail to experience the benefits of their own engagement.

These failures may result in widespread abandonment of employee engagement. This is intolerable and unacceptable as engagement has the potential to create excellent experiences of working for individuals fused with organizations capable of creating robust results.

Let’s work together to ensure we avoid the loss from a failure to engage!

David Zinger - www.davidzinger.com

FAIL

URE


Read this new 21-point manifesto outlining my core beliefs, principles, and actions to improve employee engagement and work. Notice that each item is a verb directed towards action.

These are strong declarations. You will discover where I stand on the major elements of engagement because “if you don’t stand for something, you will fall for anything.”

If you or your organization align with some of these statements I welcome and invite you to work with me.

David Zinger


MAN

IFES

TO



Simplify employee engagement into an 8 word definition: good work done well with others every day.

ON

E


Change engagement by changing behaviors and actions. We change attitudes, emotions and culture by changing behavior.

TWO


Make employee engagement actions and behaviors simple, small, strategic, significant, and sustainable.

THRE

E


Rewrite the grammar of engagement from the noun of engagement to the verb of engage.

FOU

R


Diminish the hype and pursuit of “great” work with the sustainable grit and gumption of good work performed daily.

FIVE


Monitor and manage moment-to-moment or daily fluctuations of engagement as opposed to stale survey data.

SIX


Recognize the names and faces of employees by eradicating the disengaging anonymity in our current measurement methods.

SEVE

N


Offer transparency of real time metrics accessed by both individuals and organizations.

EIG

HT


Substitute the counterproductive concept of work/life balance with the more attainable life-work infusion.

NIN

E


Awaken workers around the world to how work itself can make us well.

TEN


Ensure that engagement always focuses on improving both results and relationships.

ELEV

EN


Reframe the term employee engagement into work engagement.

TWEL

VE


Integrate engagement into work, abandon the idea of discretionary effort, and eliminate a program approach to change.

THIR

TEEN


Mobilize employees to own their engagement while being accountable to everyone else for their influence on other’s engagement.

FOU

RTEE

N


Energize leaders, managers, and supervisors to be more engaged while also being more engaging.

FIFT

EEN


Enable managers and leaders to fully engage their virtual and mobile work forces.

SIXT

EEN


Learn from the best in the world while also offering my best to the world.

SEVE

NTE

EN


Commit to practice what I teach and model the behaviors I advocate.

EIG

HTE

EN


Elevate the profession of employee engagement by contributing to learning, experimentation, and certification.

NIN

ETEE

N


Build the psychology and neurology of engagement as we claim engagement as an experience to be lived rather than just a problem to be solved.

TWEN

TY


Forge the diamond of engagement into the heart of work and well-being.TW

ENTY

-ON

E


I invite you to work with me on improving employee engagement for the benefit of all. My contributions include speaking, writing, educating, and consulting for leaders, managers, and employees.

Contact:David Zinger, M.Ed.Phone 204 254 2130Email: [email protected]: www.davidzinger.com

CON

TACT

DAV

ID Z

ING

ER

mailto:[email protected]


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Zinger's Employee Engagement Manifesto