đđđ§đđ đđ«đŹ đŹđ©đđ§đ đŠđšđ«đ đđąđŠđ đđ«đđđđąđ§đ đđđđđąđ„đđ đđ đ©đ«đšđŠđ©đđŹ đđĄđđ§ đđĄđđČ đđš đŹđđđđąđ§đ
đđ„đđđ« đđ±đ©đđđđđđąđšđ§đŹ đ°đąđđĄ đąđ§đđąđŻđąđđźđđ„đŹ đšđ§ đđĄđđąđ« đđđđŠđŹ .
They give tools full context and clear success criteria, yet their people are left guessing
what great work looks like
Thatâs the disconnect: đđđ§đđ đđ«đŹ đđ«đ đŠđšđ«đ đąđ§đđđ§đđąđšđ§đđ„ đ°đąđđĄ đđšđšđ„đŹ đđĄđđ§ đ°đąđđĄ đđĄđđąđ«
đ©đđšđ©đ„đ . And it shows.
đđđ„đ„đźđ© đ«đđ©đšđ«đđŹ đđĄđđ đđđ°đđ« đđĄđđ§ đšđ§đ-đđĄđąđ«đ đšđ đ©đđšđ©đ„đ đŹđđ«đšđ§đ đ„đČ đđ đ«đđ đđĄđđČ đ€đ§đšđ°
đ°đĄđđ âđŹ đđ±đ©đđđđđ đšđ đđĄđđŠ đđ đ°đšđ«đ€ . Thatâs the lowest level in a decade.
When clarity is missing, people disengage. AI wonât fix that.
đđŻđđ«đČđđđČ đđšđŻđđŹ :
Review your last three AI prompts. Did you give your team the same depth of context?
Before your next team meeting, focus on the one priority everyone needs to understand.
(See Monday’s post, ” đđĄđđ đđđŁđđđ đĄđ©đ đșđđđđđđ đĄ .”)
Watch for signs of misalignment: repeated rework, missed details, or team members
moving in different directions , all signal unclear expectations.
đđ„đđ«đąđđČ đąđŹ đ đŹđ€đąđ„đ„ . đđâđŹ đ đŠđđ§đđ đđ« âđŹ đŠđšđŹđ đđŹđŹđđ§đđąđđ„ đđšđšđ„.
Your prompt isnât the one that matters most. Itâs the clarity you give your people and
team.
đđ«đąđđ đ âđ©đ«đšđŠđ©đ â đđšđ« đČđšđźđ« đđđđŠ đđĄđ đ°đđČ đČđšđź đ°đšđźđ„đ đđšđ« đđ â đ°đąđđĄ đđźđ„đ„ đđšđ§đđđ±đ đđ§đ
đđ„đđđ« đđ±đ©đđđđđđąđšđ§đŹ . đđĄđđ§ đđŹđ€ đČđšđźđ«đŹđđ„đ : đđąđ đđĄđ đ«đđŹđźđ„đđŹ đđĄđđ§đ đ đ°đĄđđ§ đđĄđ đđ„đđ«đąđđČ
đđąđ?
LinkedIn Week 2 Posts 6 -10
Post #6 â
đđđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ : đđĄđ đ
đąđ«đŹđ đđ«đšđ§đ đđšđŻđ đđđđđđ«đŹ đđđ€đ
When a company brings us in to improve their people experience, the first thing
they often assume is that the process starts with an engagement survey.
Thereâs a better way to begin.
A survey at that point would be useless.
If youâve seen the results of any employee engagement survey, you already know
the four topics that consistently show up:
âą Employee âmanager relationship
âą Recognition and rewards
âą Learning and development
âą Advancement opportunities
We donât need another survey to confirm that.
Instead, we work with executive teams to đąđđđ§đđąđđČ đâđ đŹđ©đđđąđđąđ đđšđđźđŹ đđ«đđđŹ
tied to those four points âsomething that creates đ§đšđđąđđđđđ„đ , đŠđđđ§đąđ§đ đđźđ„
đąđŠđ©đđđ quickly.
For the rest of this week, weâll take a closer look at each of these four areas
individually to focus on why they consistently appear and how you can start
building trust with a few simple, visible wins.
Because if you want honest, constructive feedback, đČđšđź đĄđđŻđ đđš đđźđąđ„đ đđ«đźđŹđ
đđąđ«đŹđ .
That means being clear about what youâre doing.
Transparent about why it matters.
And consistent in how you communicate progress until it becomes part of the
norm.
Only then does a survey have value.
And when we finally do send one, we always lead with this:
âHereâs whatâs changed or whatâs in progress since the last one.â
That one step says something bigger:
Weâre not just collecting data.
Weâre đ„đąđŹđđđ§đąđ§đ .
Weâre đđđđąđ§đ .
And people know the difference.
Because when it comes to people experience, đČđšđźđ« đđąđ«đŹđ đŠđšđŻđ đŠđźđŹđ đđźđąđ„đ đđ«đźđŹđ .
đđĄđđ âđŹ đđĄđ đđąđ«đŹđ đŠđšđŻđ đČđšđźđ« đđšđŠđ©đđ§đČ đŠđđ€đđŹ đ°đĄđđ§ đđ«đČđąđ§đ đđš đąđŠđ©đ«đšđŻđ
đąđđŹ đ©đđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ ? đđŹ đąđ đđźđąđ„đđąđ§đ đđ«đźđŹđ â đšđ« đŹđźđ«đŻđđČđąđ§đ đđ«đźđŹđ ?
đđđđđđđ đĄđ©đđđđ đĄđ đđĄđđŁđđ đ”đđđĄđđđĄđĄ đđđ đ©đđ đ”đđ©đđđ đĄđ©đ đ·đđđđŠ đđđđđđ đĄ :
đžđđđ đđđ âđđąđđĄ đđđąđ 9 đĄđ 5 đœđđ đ€đđĄđ© đđ©đđ 90 đ·đđŠ đđđđ đ»đąđ đĄđđ đđđđ !â (30:04)
Post #7 – #đ đđ«đąđŻđđ« đšđ đđ§đ đđ đđŠđđ§đ ? đđźđ«đŻđđČ đđđČđŹ ⊠đđĄđ đđŠđ©đ„đšđČđđ â
đđđ§đđ đđ« đđđ„đđđąđšđ§đŹđĄđąđ©
In yesterdayâs post, â đđđđđđ đžđ„đđđđđđđđ : đđ©đ đčđđđ đĄ đđđđđ đđđŁđ
đżđđđđđđ đđđđ ,â I shared four themes that consistently appear in
engagement surveys.
Today, weâre starting with the top answer on the board: the employee â
manager relationship.
đđ đđ«đźđŹđ đđźđąđ„đđŹ đ«đđ„đđđąđšđ§đŹđĄđąđ©đŹ âđđ§đ đ«đđ„đđđąđšđ§đŹđĄđąđ©đŹ đŹđĄđđ©đ
đđ±đ©đđ«đąđđ§đđ âđđĄđđ§ đđĄđąđŹ đąđŹ đ°đĄđđ«đ đđŻđđ«đČ đđšđŠđ©đđ§đČ đŠđźđŹđ đđđ đąđ§ .
As I said last week in â đčđđ đđđ đĄ đđđđđđ , đđ©đđđ đđđđđđđ đŒđ đĄđ©đ
đ¶đđđđđđŠ â: Memorable experiences âpositive or negative âalmost
always trace back to a person.
That person is usually a manager.
According to đđđ„đ„đźđ© , đđ% đšđ đđ§đ đđ đđŠđđ§đ đŻđđ«đąđđ§đđ đąđŹ đđąđđ đđš đđĄđ
đŠđđ§đđ đđ« .
đđšđ§đźđŹđ„đČ đđšđźđ§đ đŹđđ«đšđ§đ đđŠđ©đ„đšđČđđ âđŠđđ§đđ đđ« đ«đđ„đđđąđšđ§đŹđĄđąđ©đŹ đđšđźđđ„đ
đđ§đ đđ đđŠđđ§đ .
That level of impact isnât about big decisions.
Itâs built through consistent, everyday actions.
đđŻđđ«đČđđđČ đđšđŻđđŹ đđĄđđ đđźđąđ„đ đđ«đźđŹđ
These arenât extras âtheyâre the baseline.
At a minimum, hereâs what managers can do to strengthen
relationships.
No budget needed âjust time, attention, and consistency.
đđđđ«đ đđđđĄ đđđČ đ°đąđđĄ đąđ§đđđ§đđąđšđ§
Check in âask how theyâre doing and what they need to move
forward.
đđđ€đ đđđđđŹđŹ đ đĄđđđąđ
Stay present and responsive. Availability builds trust.
đđ„đąđ đ§ đđ§đ đđšđ„đ„đđđšđ«đđđ
Set priorities, remove blockers, and drive shared results.
đđšđŠđŠđźđ§đąđđđđ đđđ«đ„đČ đđ§đ đđ„đđđ«đ„đČ
Proactive communication prevents confusion and frustration.
đđđ đđĄđ đ©đđ«đŹđšđ§ , đ§đšđ đŁđźđŹđ đđĄđ đ«đšđ„đ
Understand what motivates them. Respect how they work and who
they are.
đđ§đŻđđŹđ đąđ§ đ đ«đšđ°đđĄ
Donât wait for reviews. Real -time coaching creates real -time
momentum.
đđđ€đ đđ±đ©đđđđđđąđšđ§đŹ đźđ§đŠđąđŹđđđ€đđđ„đ
Define success. Clarify priorities. Make sure expectations are clear.
đđšđź đđđ§âđ đđźđąđ„đ đ đŹđđ«đšđ§đ đ©đđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ đ°đąđđĄđšđźđ đŹđđ«đšđ§đ đ©đđšđ©đ„đ
đ«đđ„đđđąđšđ§đŹđĄđąđ©đŹ .
And đđĄđđ đŹđđđ«đđŹ đ°đąđđĄ đđĄđ đđŠđ©đ„đšđČđđ âđŠđđ§đđ đđ« đ«đđ„đđđąđšđ§đŹđĄđąđ© .
đđĄđđ âđŹ đšđ§đ đŹđŠđđ„đ„ đđđđąđšđ§ đ đŠđđ§đđ đđ« đđšđšđ€ đđĄđđ đŠđđđ đ đđąđ
đđąđđđđ«đđ§đđ đđšđ« đČđšđź?
đđđđđđđ đĄđ©đđđđ đĄđ đđĄđđŁđđ đ”đđđĄđđđĄđĄ đđđ đ©đđ đ”đđ©đđđ đĄđ©đ đ·đđđđŠ
đđđđđđ đĄ :
đžđđđ đđđ : âđđąđđĄ đđđąđ 9 đĄđ 5 đœđđ đ€đđĄđ© đđ©đđ 90 đ·đđŠ đđđđ đ»đąđ đĄđđ đđđđ !â
(30:04)
Post #8 –
đđđđšđ đ§đąđđąđšđ§ đđ§đ đđđ°đđ«đđŹ : đđ§đđđ«đŻđđ„đźđđ , đđ§đđđ«đźđŹđđ , đđ§đđđđđđđ„đ
In a previous post, ” đđđđđđ đžđ„đđđđđđđđ : đđ©đ đčđđđ đĄ đđđđđ đđđŁđ
đżđđđđđđ đđđđ ,” I shared four themes that consistently appear in
engagement surveys.
We explored the first one, employee âmanager relationships, in
yesterdayâs post.
Today, đ„đđâđŹ đ„đšđšđ€ đđ đđĄđ đŹđđđšđ§đ : đ«đđđšđ đ§đąđđąđšđ§ đđ§đ đ«đđ°đđ«đđŹ .
đđĄđđ§ đ©đđšđ©đ„đ đŹđđČ đđĄđđČ đđđđ„ đźđ§đđđ«đŻđđ„đźđđ đđ đ°đšđ«đ€ , this is what they
mean:
Their efforts go đźđ§đ§đšđđąđđđ .
Their wins are đšđŻđđ«đ„đšđšđ€đđ .
Their impact is đąđ§đŻđąđŹđąđđ„đ .
According to đđđ„đ„đźđ© , đđŠđ©đ„đšđČđđđŹ đ°đĄđš đđđđ„ đđđđȘđźđđđđ„đČ đ«đđđšđ đ§đąđłđđ
đđ«đ đđ± đŠđšđ«đ đ„đąđ€đđ„đČ đđš đđ đđ§đ đđ đđ .
And research by đđđ„đšđąđđđ đŹđĄđšđ°đŹ đđĄđđ đĄđąđ đĄ -đ«đđđšđ đ§đąđđąđšđ§ đđźđ„đđźđ«đđŹ
đđ±đ©đđ«đąđđ§đđ đđ% đ„đšđ°đđ« đŻđšđ„đźđ§đđđ«đČ đđźđ«đ§đšđŻđ r.
Recognition doesnât require a budget. It requires intention.
Thatâs why it shows up so often in surveys. Most people arenât asking
for more money.
Theyâre asking to be seen.
đđŻđđ«đČđđđČ đđšđŻđđŹ đđĄđđ đđźđąđ„đ đđ«đźđŹđ
At a minimum, hereâs how to start improving recognition âno cost
required. These arenât extras. Theyâre the baseline.
đđšđđąđđ đšđźđ đ„đšđźđ
Say thank you. Celebrate the win. Donât keep appreciation to yourself.
đđ đŹđ©đđđąđđąđ
A generic âgood jobâ doesnât build trust. Tell them what you saw âand
why it mattered.
đđ đđąđŠđđ„đČ
Recognition lands best when itâs close to the moment. Donât wait until
a quarterly review.
đđđ€đ đąđ đŠđđđ§đąđ§đ đđźđ„
Understand how your team prefers to be recognized. Some want a
shoutout. Others prefer a note.
đđđ„đđđ«đđđ đŠđąđ„đđŹđđšđ§đđŹ
Birthdays, anniversaries, promotions âthese are easy ways to show
people they matter.
đđđ€đ đđ©đ©đ«đđđąđđđąđšđ§ đŻđąđŹđąđđ„đ
Bring in coffee. Give someone the afternoon off. Find small ways to
say, âYou matter here.â
Recognition is powerful.
Itâs how people know their work matters âand that they matter.
Even better? Every time you recognize someone, you strengthen the
most important driver of engagement: the employee âmanager
relationship.
(See: ” #1 đ·đđđŁđđ đđ đžđđđđđđđđđĄ ? đđąđđŁđđŠ đđđŠđ ⊠đđ©đ đžđđđđđŠđđ â
đđđđđđđ đ
đđđđĄđđđđ đ©đđ “)
đđĄđđ âđŹ đđĄđ đđđŹđ đ«đđđšđ đ§đąđđąđšđ§ đČđšđź đđŻđđ« đ«đđđđąđŻđđ đđ đ°đšđ«đ€ ?
Drop it in the comments âit might inspire someone else.
đđđđđđđ đĄđ©đđđđ đĄđ đđĄđđŁđđ đ”đđđĄđđđĄđĄ đđđ đ©đđ đ”đđ©đđđ đĄđ©đ đ·đđđđŠ
đđđđđđ đĄ :
đžđđđ đđđ âđđąđđĄ đđđąđ 9 đĄđ 5 đœđđ đ€đđĄđ© đđ©đđ 90 đ·đđŠ đđđđ đ»đąđ đĄđđ đđđđ !â
(30:04)
Post #9 –
đđšđź đđ«đšđŠđąđŹđđ đđš đđ«đšđ° đđĄđđŠ : đđđđ«đ§đąđ§đ & đđđŻđđ„đšđ©đŠđđ§đ đđŹ đ đđ«đźđŹđ
đđđŹđ
In âđđđđđđ đžđ„đđđđđđđđ : đđ©đ đčđđđ đĄ đđđđđ đđđŁđ đżđđđđđđ đđđđ ,â I
shared four themes that consistently appear in engagement surveys.
Weâve already covered the first two, employee âmanager relationships
and recognition and rewards, in recent posts. Now letâs talk about the
third: đ„đđđ«đ§đąđ§đ đđ§đ đđđŻđđ„đšđ©đŠđđ§đ đšđ©đ©đšđ«đđźđ§đąđđąđđŹ .
Learning opens the door. Development helps people walk through it.
Together, they shape how people grow and whether they stay.
Itâs one of the clearest ways to show people:
đđ đđđ„đąđđŻđ đąđ§ đČđšđźđ« đđźđđźđ«đ đĄđđ«đ .
But when development is delayed, deprioritized, or dependent on title
or tenure, it sends a different message:
Youâre on your own.
According to đđąđ§đ€đđđđ§ âđŹ đđšđ«đ€đ©đ„đđđ đđđđ«đ§đąđ§đ đđđ©đšđ«đ , đđ% đšđ
đđŠđ©đ„đšđČđđđŹ đŹđđČ đđĄđđČ đ°đšđźđ„đ đŹđđđČ đ„đšđ§đ đđ« đđ đ đđšđŠđ©đđ§đČ đđĄđđ đąđ§đŻđđŹđđđ
đąđ§ đđĄđđąđ« đ„đđđ«đ§đąđ§đ .
đđ«đšđ°đđĄ đŠđđđđđ«đŹ . But hereâs the disconnect:
Too many companies say they support development but donât back it
with action.
It becomes a broken promise.
And đđ«đšđ€đđ§ đ©đ«đšđŠđąđŹđđŹ đđđŠđđ đ đđĄđ đ©đđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ .
If you want people to stay, donât just say you value growth. đđ«đšđŻđ đąđ.
And remember:
When managers talk about growth, they build trust.
When development is recognized, people stay engaged.
đđŻđđ«đČđđđČ đđšđŻđđŹ đđĄđđ đđźđąđ„đ đđ«đźđŹđ
These arenât âextras.â Theyâre the minimum. And most cost nothing.
đđŹđ€ đđđšđźđ đ đšđđ„đŹ
In 1:1s, discuss aspirations, not just current tasks.
đđźđ đ đđŹđ đŹđđ«đđđđĄ đšđ©đ©đšđ«đđźđ§đąđđąđđŹ
Delegate real responsibility, not just extra work. Support them as they
grow.
đđđ€đ đ„đđđ«đ§đąđ§đ đđđđđŹđŹđąđđ„đ
Know whatâs available through your LMS, mentoring program, and
internal or external courses. Recommend them personally.
đđ§đđšđźđ«đđ đ đ„đđđ«đ§đąđ§đ đđĄđ«đšđźđ đĄ đđšđ§đ§đđđđąđšđ§
Promote mentoring, buddy systems, instructor -led sessions, special
interest groups, and volunteering as development tools, not just perks.
đđ«đđđ€ đđ§đ đ«đđąđ§đđšđ«đđ
Follow up. Celebrate progress. Tie recognition back to growth.
đđđŻđđ„đšđ©đŠđđ§đ đąđŹđ§âđ đ đ©đ«đšđ đ«đđŠ .
Itâs a đŹđąđ đ§đđ„ . A đđšđŠđŠđąđđŠđđ§đ .
It tells people: đđđą đđđĄđĄđđ đđđ đ€đ đđđđđđŁđ đđ đŠđđąđ đđąđĄđąđđ đ©đđđ.
đđĄđđ âđŹ đšđ§đ đđđŻđđ„đšđ©đŠđđ§đ đšđ©đ©đšđ«đđźđ§đąđđČ đđĄđđ đŠđđđ đ đđąđđđđ«đđ§đđ
đąđ§ đČđšđźđ« đđđ«đđđ« ?
đđđđđđđ đĄđ©đđđđ đĄđ đđĄđđŁđđ đ”đđđĄđđđĄđĄ đđđ đ©đđ đ”đđ©đđđ đĄđ©đ đ·đđđđŠ
đđđđđđ đĄ :
đžđđđ đđđ âđđąđđĄ đđđąđ 9 đĄđ 5 đœđđ đ€đđĄđ© đđ©đđ 90 đ·đđŠ đđđđ đ»đąđ đĄđđ đđđđ !â
(30:04)
Post #10 â đđĄđ đđ©đ©đšđ«đđźđ§đąđđČ đđšđš đđđ§đČ đđšđŠđ©đđ§đąđđŹ đđđŹđđ : đđđ«đđđ«
đđđŻđđ§đđđŠđđ§đ
In “đđđđđđ đžđ„đđđđđđđđ : đđ©đ đčđđđ đĄ đđđđđ đđđŁđ đżđđđđđđ đđđđ ,” I shared
four themes that consistently appear in engagement surveys.
Weâve already covered the first three: employee âmanager relationships,
recognition & rewards, and learning & development. Now letâs close the
loop with the fourth: advancement opportunities.
Too often, companies đđđ„đđČ đđđŻđđ„đšđ©đąđ§đ đ©đđšđ©đ„đ until a role opens up.
But thatâs not a strategy. đđĄđđ âđŹ đ đŠđąđŹđŹđđ đšđ©đ©đšđ«đđźđ§đąđđČ .
When you wait, you send a message:
âUnless we have something for you, we wonât invest in you.â
But if you want to retain your people and build a bench for the future, you
need to đ©đ«đđ©đđ«đ đđĄđđŠ đđđđšđ«đ đČđšđź đ§đđđ đđĄđđŠ .
According to đđ„đąđ§đ , đđŠđ©đ„đšđČđđđŹ đ°đĄđš đŹđđ đ đšđšđ đđđ«đđđ« đšđ©đ©đšđ«đđźđ§đą đđąđđŹ đđ«đ
đ.đđ± đŠđšđ«đ đ„đąđ€đđ„đČ đđš đŹđđđČ.
Advancement isn’t just about promotion. It’s about possibility.
And even when people leave?
Those who felt supported in their growth are more likely to return â
bringing with them fresh experience, new skills, and a deeper loyalty to
your culture.
đđŻđđ«đČđđđČ đđšđŻđđŹ đđĄđđ đđźđąđ„đ đđ«đźđŹđ
These aren’t perks. They’re how you show people they have a future here.
đđđ„đ€ đđđšđźđ đđđ«đđđ« đ đšđđ„đŹ
Ask where they want to go, not just what they want to i mprove.
đđđ„đđ đđđ đđšđ« đđđŻđđ„đšđ©đŠđđ§đ
Assign meaningful work that builds new skills.
đđ«đđđđ đđ«đšđŹđŹ -đđ«đđąđ§đąđ§đ đšđ©đ©đšđ«đđźđ§đąđđąđđŹ
Let people learn from different teams, roles, and perspectives. Broader
experience opens new doors.
đđ§đŻđąđđ đđĄđđŠ đđš đđĄđ đđđđ„đ
Include them in strategic conversations and decisions.
đđ§đđšđźđ«đđ đ đŻđąđŹđąđđąđ„đąđđČ
Nominate them for projects and recognize them publicly. Visibility builds
confidence and credibility.
đđ«đšđŠđšđđ đ©đźđ«đ©đšđŹđđđźđ„ đ§đđđ°đšđ«đ€đąđ§đ
Support internal and external connections that expand their path forward.
Investing in advancement doesnât mean everyone stays.
When people grow, they remember where they started and how they were
treated.
đđĄđąđ§đ€ đđđđ€ đšđ§ đđĄđ đŠđšđŠđđ§đ đ°đĄđđ§ đČđšđźđ« đ§đđ±đ đšđ©đ©đšđ«đđźđ§đąđđČ đđđđđŠđ đ«đđđ„.
Was it because a manager believed in you?
Because someone recognized your potential?
Because you had the chance to learn something new?
Thatâs how advancement really happens âthrough relationships,
recognition, and development.
đđđĄđđ đšđ©đđ§đđ đđĄđ đđšđšđ« đđš đČđšđźđ« đ§đđ±đ đšđ©đ©đšđ«đđźđ§đąđđČ ?
đ§đđđđđđđ đĄđ©đđđđ đĄđ đđĄđđŁđđ đ”đđđĄđđđĄđĄ đđđ đ©đđ đ”đđ©đđđ đĄđ©đ đ·đđđđŠ đđđđđđ đĄ :
đžđđđ đđđ âđđąđđĄ đđđąđ 9 đĄđ 5 đœđđ đ€đđĄđ© đđ©đđ 90 đ·đđŠ đđđđ đ»đąđ đĄđđ đđđđ !â (30:04)
Post #1 –
đđđâđŹ đŹđđšđ© đ©đ«đđđđ§đđąđ§đ đđŠđ©đ„đšđČđđ đđ±đ©đđ«đąđđ§đđ đąđŹ đđâđŹ đŁđšđ.
Scroll through LinkedIn and youâll see âemployee experienceâ plastered across job
descriptions, most of which read like a mix of party planning, office perks, or generic HR
checklists.
What theyâre describing isnât employee experience. Itâs event coordination. Or maybe
workplace logistics. At best, itâs office culture management.
But real employee experience? Itâs not a job title. Itâs not a buzzword.
Itâs a đŹđđ«đąđđŹ đšđ đŠđšđŠđđ§đđŹ that shape how people feel about their work, their growth,
and their worth.
When I launched Agent In Engagement in 2013, I thought employee engagement was
the most important thing to fix. What I didnât realize then was that engagement is just a
đŹđ§đđ©đŹđĄđšđ âa moment in time.
What makes someone engaged? Itâs not the holiday potluck or the branded hoodie. Itâs:
âą Their relationship with their manager
âą Whether theyâre recognized and/or rewarded for their contributions
âą The opportunities theyâre given to grow
âą The path (or lack of one) for advancement
And hereâs the part most orgs still miss:
Engagement can change in a đĄđđđ«đđđđđ because experience is continuous.
Thatâs why Iâve started using the term đđđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ .
It includes everyone: full -time employees, part -timers, contractors, gig workers, and yes,
even vendors, customers, and shareholders affect (and are affected by) that experience.
It touches everything: hiring, onboarding, communication, comp, benefits, flexibility,
coworkers, culture, leadership, etc.
If youâre a manager, đŠđđą đđđ đĄđ©đ đđ„đđđđđđđđ .
If youâre an executive, đŠđđąđ đ đŠđ đĄđđđ đđđ đĄđ©đ đđ„đđđđđđđđ .
đđâđŹ đ§đšđ đđđšđźđ đđ. đđâđŹ đđđšđźđ đđŻđđ«đČđšđ§đ .
đđĄđđ đđđ«đŠ đđšđđŹ đČđšđźđ« đšđ«đ đđ§đąđłđđđąđšđ§ đźđŹđ (đ©đđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ , đđŠđ©đ„đšđČđđ
đđ±đ©đđ«đąđđ§đđ , đđŠđ©đ„đšđČđđ đđ§đ đđ đđŠđđ§đ , đ°đšđ«đ€đ©đ„đđđ đđ±đ©đđ«đąđđ§đđ , đšđ« đŹđšđŠđđđĄđąđ§đ đđ„đŹđ)?
đđšđđŹ đąđ đŠđđđđĄ đ°đĄđđ đČđšđź’đ«đ đ«đđđ„đ„đČ đđ«đČđąđ§đ đđš đđ«đđđđ ?
đđđđđđđ đĄđ©đđđđ đĄđ đđĄđđŁđđ đ”đđđĄđđđĄđĄ đđđ đ©đđ đ”đđ©đđđ đĄđ©đ đ·đđđđŠ đđđđđđ đĄ :
đžđđđ đđđ âđđąđđĄ đđđąđ 9 đĄđ 5 đœđđ đ€đđĄđ© đđ©đđ 90 đ·đđŠ đđđđ đ»đąđ đĄđđ đđđđ !â (30:04)
Post #2 â đđĄđ đđđČ đ đ đšđźđ§đ đđČ đđđ„đ„đąđ§đ (đ°đąđđĄ đ đđšđđđ„đ đšđ đđ„đšđ«đšđ± )
Years after finishing my undergraduate degree in Marketing and
Management (with a side of stats, calculus, and comp sci), I finally
decided to make a change.
I always loved marketing, and yet I kept falling into management roles.
đ đđĄđšđźđ đĄđ đ đ°đđ§đđđ đđš đđđđšđŠđ đ đđ«đđ§đ đđđ§đđ đđ« .
So I did what many ambitious professionals do: I pursued an MBA.
I was accepted into Emory Universityâs Goizueta Business Schoolâs
one-year accelerated MBA program, where I focused on đđ«đđ§đ
đđđ§đđ đđŠđđ§đ .
And, well⊠I also left with a second concentration in đđ«đ đđ§đąđłđđđąđšđ§đđ„
đđđŻđđ„đšđ©đŠđđ§đ .
At the time, I brushed that off. I thought the creative work was in
marketing.
But something didnât feel right.
The interviews didnât excite me.
The roles didnât align.
And then one day, while doing laundry, I looked at a bottle of Clorox
and asked myself a simple question:
âđđš đ đ«đđđ„đ„đČ đ°đđ§đ đđš đŠđđ«đ€đđ đđĄđąđŹ?â
The answer came fast. đđ!
Itâs toxic.
Most people donât recycle it.
Do we really need twelve versions of bleach?
Thatâs when it hit me:
I had spent a lot of time and money becoming something I didnât
want to be.
As I usually do in moments like that, I started reading.
Thatâs when I discovered the idea of đąđ§đđđ«đ§đđ„ đđ«đđ§đđąđ§đ .
It was a lightbulb moment.
A brand manager sells the company and its products to customers.
Unknowingly, for my entire career, I had been taking the company and
its products⊠and selling them to đđŠđ©đ„đšđČđđđŹ .
The creativity I thought was missing in my career?
I had been using it all along âin how I developed people, built
systems, and shaped experience.
That insight is what led me to focus on đđŠđ©đ„đšđČđđ đđ§đ đđ đđŠđđ§đ and
later, đ©đđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ .
It wasnât just a shift in role.
It was a shift in identity.
đđ đ°đđŹ đŠđČ đđđ„đ„đąđ§đ .
đđĄđđ đ„đđ đČđšđź đđš đđšđđźđŹ đšđ§ đ©đđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ , đđŠđ©đ„đšđČđđ
đđ±đ©đđ«đąđđ§đđ , đđŠđ©đ„đšđČđđ đđ§đ đđ đđŠđđ§đ , đ°đšđ«đ€đ©đ„đđđ đđźđ„đđźđ«đ , đšđ«
đ°đĄđđđđŻđđ« đđđ«đŠ đČđšđź đźđŹđ?
Note: đŒ đ đĄđđđ đąđ đ đ¶đđđđđ„ . đŒđĄ’đ đđđĄ đ đđđđ đ©đđ đĄđđđŠ đ€đđĄđ© đđŠ đđđđđđŠ đđđ
đŒ’đđ đđđđŁđ đĄđ©đđĄ đ đĄđđđŠ đđđ đđđđĄđ©đđ đĄđđđ .
đđđđđđđ đĄđ©đđđđ đĄđ đđĄđđŁđđ đ”đđđĄđđđĄđĄ đđđ đ©đđ đ”đđ©đđđ đĄđ©đ đ·đđđđŠ
đđđđđđ đĄ :
đžđđđ đđđ âđđąđđĄ đđđąđ 9 đĄđ 5 đœđđ đ€đđĄđ© đđ©đđ 90 đ·đđŠ đđđđ đ»đąđ đĄđđ đđđđ !â
(30:04)
Post #3 â đđĄđđ đđđšđ©đ„đ đđĄđąđ§đ€ đđ±đ©đđ«đąđđ§đđ đđŹâŠ đŻđŹ. đđĄđđ đđ đđđđźđđ„đ„đČ đđŹ
đđđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ đąđŹđ§âđ đđđšđźđ đ©đđ«đ€đŹ .
Itâs about how someone experiences their work⊠đđŻđđ«đČ đŠđšđŠđđ§đ đšđ đđŻđđ«đČ đđđČ.
Too often, we confuse đđđđđđđđ with experience.
Hereâs what people often think experience is:
· A cool office layout
· Free food
· A team -building day
· A learning platform
· A rebranded HR function with a catchy new name
But none of that matters if someoneâŠ
· Doesnât feel heard
· Dreads 1:1s with their manager
· Canât see a future in your company
· Doesnât feel safe sharing a new idea
đđ đąđŹ đ§đšđ đ đŻđąđđ. đđâđŹ đ§đšđ đ đŹđČđŹđđđŠ đđ„đšđ§đ .
đđâđŹ đ đ„đąđŻđđ đđ±đ©đđ«đąđđ§đđ .
Itâs not about designing processes.
Itâs about designing how people đđđđ„, đ đ«đšđ° , đđ§đ đđ«đ đđ«đđđđđ .
Itâs not about the policy.
Itâs the impact that policy has on someoneâs daily life.
And we can design for that.
By making sure people are in the right role for their skills and strengths
By equipping managers to coach, not just supervise
By providing clarity, tools, and space for people to succeed
By making development a shared commitment, not a vague benefit
Most of all: itâs about consistency.
Because đ©đđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ isnât a quarterly initiative.
Itâs đđĄđ đ„đąđŻđđ đ«đđđ„đąđđČ đšđ đ°đšđ«đ€ .
đđšđ° đđš đČđšđź đđ±đ©đ„đđąđ§ đ©đđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ đąđ§ đČđšđźđ« đ°đšđ«đ€ đšđ« đđš đČđšđźđ« đđđđŠđŹ ?
đđđđđđđ đĄđ©đđđđ đĄđ đđĄđđŁđđ đ”đđđĄđđđĄđĄ đđđ đ©đđ đ”đđ©đđđ đĄđ©đ đ·đđđđŠ đđđđđđ đĄ : đžđđđ đđđ : âđđąđđĄ
đđđąđ 9 đĄđ 5 đœđđ đ€đđĄđ© đđ©đđ 90 đ·đđŠ đđđđ đ»đąđ đĄđđ đđđđ !â (30:04)
Post #4 â
đ
đšđ« đđšđŹđ đđđšđ©đ„đ , đđĄđđąđ« đđđ§đđ đđ« đđŹ đđĄđ đđšđŠđ©đđ§đČ
đđ đČđšđź đ°đđ§đ đđš đąđŠđ©đ«đšđŻđ đČđšđźđ« đ©đđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ , đąđâđŹ đ§đšđ đđĄđ đđđđĄ. đđšđ đđĄđ đ©đšđ„đąđđČ .
đđšđ đđĄđ đŠđąđŹđŹđąđšđ§ đŹđđđđđŠđđ§đ .
Start with the people who shape it⊠đČđšđźđ« đŠđđ§đđ đđ«đŹ .
Because the experience isnât built through software.
Itâs built through đ«đđ„đđđąđšđ§đŹđĄđąđ©đŹ .
And relationships are built on đđ«đźđŹđ .
đđŻđđ«đČ đŠđđŠđšđ«đđđ„đ đđ±đ©đđ«đąđđ§đđ đđ đ°đšđ«đ€ âđ©đšđŹđąđđąđŻđ đšđ« đ§đđ đđđąđŻđ âđ§đđđ«đ„đČ đđ„đ°đđČđŹ
đđ«đđđđŹ đđđđ€ đđš đ đ©đđ«đŹđšđ§ , đ§đšđ đ đ©đ„đđđđšđ«đŠ .
That person is usually a manager.
Managers influence how people feel about:
âą đđđđđđČ (psychological and otherwise)
âą đ
đ„đđ±đąđđąđ„đąđđČ
âą đ
đđđđđđđ€
âą đđđđšđ đ§đąđđąđšđ§
âą đđ©đ©đšđ«đđźđ§đąđđČ
Managers create oÌČrÌČ dÌČeÌČsÌČtÌČrÌČoÌČyÌČ trust in a hundred small moments:
âą A 1:1 they show up prepared forâŠor cancel
âą A risk they encourageâŠor shut down
âą A win they amplifyâŠor overlook
đđĄđšđŹđ đŹđŠđđ„đ„ đŠđšđŠđđ§đđŹ đđđ đźđ© đđ§đ đđĄđđČ đđđđąđ§đ đđĄđ đđ±đ©đđ«đąđđ§đđ .
So yes, đđđŻđđ„đšđ© đČđšđźđ« đŠđđ§đđ đđ«đŹ .
But even more than that:
đđ«đšđŠđšđđ đđĄđ đ«đąđ đĄđ đ©đđšđ©đ„đ . đđ§đ đđȘđźđąđ© đđĄđđŠ đđšđ« đđĄđđąđ« đ«đšđ„đ.
Because managers donât just âdeliverâ the experience.
đđĄđđČ đŹđĄđđ©đ đđĄđ đđ±đ©đđ«đąđđ§đđ đŠđšđ«đ đđĄđđ§ đđ§đČđšđ§đ đđ„đŹđ.
đđĄđđ đđ«đ đđĄđ đŹđŠđđ„đ„ đ°đđČđŹ đČđšđźâđŻđ đŹđđđ§ đŠđđ§đđ đđ«đŹ đđ„đđŻđđđ (đšđ« đđđŠđđ đ ) đđĄđ
đđ±đ©đđ«đąđđ§đđ ?
đđđđđđđ đĄđ©đđđđ đĄđ đđĄđđŁđđ đ”đđđĄđđđĄđĄ đđđ đ©đđ đ”đđ©đđđ đĄđ©đ đ·đđđđŠ đđđđđđ đĄ : đžđđđ đđđ âđđąđđĄ
đđđąđ 9 đĄđ 5 đœđđ đ€đđĄđ© đđ©đđ 90 đ·đđŠ đđđđ đ»đąđ đĄđđ đđđđ !â (30:04)
Post #5 â
đđĄđđ đ đđđ„đ„ đđđđŹ đđđšđźđ đđđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ
đđšđŹđ đđđđŹ đđšđ§âđ đźđ§đđđ«đŹđđđ§đ đ©đđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ đđđđđźđŹđ đđĄđđČ đđšđ§âđ đ„đąđŻđ đąđ.
When I speak with CEOs, I donât start with definitions.
đ đŹđđđ«đ đ°đąđđĄ đđšđ§đŹđđȘđźđđ§đđđŹ .
âą Youâre losing high -potential talent, not because of comp âbut because of friction.
âą Your employer brand says âgrowth,â but your promotion pathways say âstay in your
lane.â
âą You built a flexibility policy, but no one trained your managers to use it with empathy.
That disconnect?
đđĄđđ âđŹ đđĄđ đ©đđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ .
You donât need another engagement platform.
You need to align your systems with the story youâre telling.
đđđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ đąđŹ đ§đšđ đ°đĄđđ đČđšđź đĄđšđ©đ đąđ đąđŹ, đąđâđŹ đ°đĄđđ đ©đđšđ©đ„đ đŹđđČ đąđ đąđŹ đ°đĄđđ§ đđĄđđČ
đ đđ đĄđšđŠđ đđ«đšđŠ đ°đšđ«đ€ .
So I ask:
đđĄđđ đđš đČđšđź đđĄđąđ§đ€ đ©đđšđ©đ„đ đđ«đ đŹđđČđąđ§đ đđđšđźđ đ°đšđ«đ€đąđ§đ đĄđđ«đ đ°đĄđđ§ đČđšđźâđ«đ đ§đšđ đąđ§ đđĄđ
đ«đšđšđŠ ?
đđđđđźđŹđ đđĄđđ âđŹ đ°đĄđđ đđđđąđ§đđŹ đđĄđ đđ±đ©đđ«đąđđ§đđ âđđ§đ đČđšđźđ« đ„đđ đđđČ .
If thatâs important, make sure someone is dedicated to partnering across the organization
to improve the people experience.
đđĄđđ âđŹ đ°đĄđđ đ đđđ„đ„ đđđđŹ :
đđđšđ©đ„đ đđ±đ©đđ«đąđđ§đđ đąđŹ đČđšđźđ« đđ«đđ§đ .
đđâđŹ đČđšđźđ« đđđđ«đđđđąđšđ§ đŹđđ«đđđđ đČ .
đđšđźđ« đ«đđđđ§đđąđšđ§ đŹđđ«đđđđ đČ .
đđšđźđ« đ„đđ đđđČ .
đđ„đ„ đ«đšđ„đ„đđ đąđ§đđš đšđ§đ.
đđĄđđ âđŹ đšđ§đ đŹđŠđđ„đ„ đđĄđđ§đ đ đČđšđź đđšđźđ„đ đŠđđ€đ đđĄđąđŹ đ°đđđ€ đđš đąđŠđ©đ«đšđŻđ đĄđšđ° đąđ đđđđ„đŹ đđš
đ°đšđ«đ€ đđ đČđšđźđ« đđšđŠđ©đđ§đČ ? đ»đđđĄ : đŽđ đ đŠđđąđ đđđđđđ âŠđđđ đđđđđđŠ đđđ đĄđđ .
đđđđđđđ đĄđ©đđđđ đĄđ đđĄđđŁđđ đ”đđđĄđđđĄđĄ đđđ đ©đđ đ”đđ©đđđ đĄđ©đ đ·đđđđŠ đđđđđđ đĄ :
đžđđđ đđđ âđđąđđĄ đđđąđ 9 đĄđ 5 đœđđ đ€đđĄđ© đđ©đđ 90 đ·đđŠ đđđđ đ»đąđ đĄđđ đđđđ !â (30:04)