Engagement is Out. Cohesion is In.
In current management circles, the term "engagement" is often misused. Many believe that simply focusing on employee engagement will solve issues related to employee retention. However, this misguided approach can actually have the opposite effect.
In this week's Cohesion Corner™ with Dr. Troy! newsletter, I will delve into the misconception surrounding employee engagement and propose a more effective alternative.
Whether intentional or not, employers have been led to believe if they observe certain behaviors as engagement activities long enough, employees will be “all in” and become committed, loyal and long-term contributors.
Looking for committed and engaged employees.
The organizational leader may observe the employee completing tasks with little or no errors, being congenial to teammates, and showing up to work on time. Consequently, these activities, while well intended and portray a positive perspective, do not conclusively mean the employee is engaged. It simply means the leader has observed an employee doing work without exception or delays.
From the outside looking in, these employees seem to demonstrate behaviors that signify they are committed and engaged. Here’s the problem with just relying on empirical evidence from an extrinsic point of view: observations that are not properly measured may lead to a different conclusion than originally perceived; just because employees give the leader a good feeling things are going well, doesn’t mean it’s true.
Not all employees express their inner feelings, and leadership often pays the price when these employees leave for other opportunities.
Imagine a scenario where an employee consistently meets deadlines and interacts positively with colleagues. While these behaviors may seem indicative of engagement, true engagement goes deeper than surface-level observations.
Here are a few examples of employees who may appear engaged on the surface but are actually not fully engaged:
It's essential for employers to look beyond these superficial indicators of engagement and seek meaningful ways to measure and foster true employee engagement. This may involve providing opportunities for feedback, recognition, skill development, and alignment with the organization's purpose and values.
Instead, imagine this: a cohesive team working seamlessly together towards a shared goal. That's the essence of true engagement.
Observing behaviors without measurement is inconclusive.
It is important to know that cohesion is a causal phenomenon. Cohesion is not correlational. Cohesion is cause and effort.
My Ph.D. dissertation focused on group dynamics in the realm of global leadership and entrepreneurship. I studied organizational and social behavior to better understand how groups and teams perform. In my research, the dependent variable labeled as performance was studied in relationship to three independent variables that formed cohesion. The variables of belonging, value, and commitment produce a causal phenomenon and affect the outcome of performance. This outcome can be measured.
My dissertation proved the hypothesis that cohesion positively influences performance in all stages of a group’s life cycle.
The level of performance achieved was possible through the efforts of engagement, which include actions such as being:
Cohesion = Performance = Engagement
Let me illustrate the difference between correlational and causal relationships. Correlational data produces a statistical relationship between two objects. For instance, consider rainy days and umbrellas. When it rains, people do not always open an umbrella. Sometimes they stay indoors or put on a poncho or rain jacket. They may use paper, plastic, or even a book to shield them from the rain. And, what about umbrellas on a beach? When they are opened, does it cause rain? Of course, the answer is no.
Therefore, I can create a statistical relationship between rainy days and umbrellas that can be used by retail organizations to predict how many umbrellas may be sold based on weather conditions. But, correlational data does not predict what will happen between two variables.
However, a causal phenomenon is a catalyst to an effect. My best example is that of gravity. When Newton saw the apple falling from the tree, he investigated and found that gravity caused the object to fall. Without the influence of gravity, the apple would have simply stayed in place whether it had separated from the tree branch or not. His theory established a well-known “cause and effect” scenario. That is the same for cohesion. Whenever cohesion is present (belonging, value, and mutual commitment), you get performance, and that performance is fueled by engagement.
Engagement is actually the outcome of a cohesive team.
Results from my research provided many inward signs to support engagement as an outcome of a Cohesion Culture™. Within a culture of cohesion, employees bring forth their intrinsic feelings and perceptions of reality and set them in motion. Employees who see themselves as an integral part of the organization are aware of their meaning and purpose. This offers accountability as a staple of commitment and engages them at a high level of performance. Fundamentally, the individual’s sense of belonging and alignment with purpose are key drivers to keeping employees at an organization.
Bringing inside out.
We know with assurance that high performing teams produce results consistent with the outcomes associated with engagement. Therefore, I can assert with a level of certainty: “If cohesion causes performance, and performance is engagement, then cohesive teams are engaged.”
In other words, engagement is out; cohesion is in.
Check out the latest Leading On Purpose newsletter to discover the dynamic force behind our seamless operation at On Purpose Adventures : Beth Beutler, CTA (Helping Others Pursue Excellence) . With her expertise, we've revolutionized our office operations and event management, streamlining processes to ensure unforgettable experiences for our clients.
Peace now and always,
Dr. Troy
Recognized as Talent Retention Expert of the Year by International Association of Top Professionals , Top Business Leader by Valiant CEO Magazine, a Brainz Magazine 500 Global Award recipient, featured on The Today Show, ABC, the Global BV-TV Network, Beyond the Business Radio Show, and CEO World, Dr. Troy Hall is an award-winning talent retention consultant, international speaker, and author of the bestselling titles; Cohesion Culture: Proven Principles to Retain Your Top Talent, and Fanny Rules: A Mother’s Leadership Lessons That Never Grow Old. As the founder of Cohesion Culture™, Dr. Troy has dedicated his career to establishing a cycle of culture wellness in the corporate and professional sphere. His consulting and executive coaching engagements are built on the strategic framework of Cohesion Culture™, making the concepts of belonging, value, and shared commitment easy for organizations to adopt and implement.
Corporate Trainer & Facilitator | Keynote Speaker | Servant-Leader | People Analytics | I Help Organizations Create Healthy and Collaborative Work Environments
5moGreat article! Really enjoyed the breakdown of Cohesion (Belonging, Value, & Commitment). The title is controversial for more click, but readers are rewarded by the research. Employee Engagement is far from out because it increases bottom lines and decreases turnover costs. I see a lot of comments saying you can fake engagement and I just don't see it. The article highlights 'good' employee behavior rather than 'engaged' behavior. I'd say engagement is impossible to replicate without the ingredients. Like the research shows, it's a natural outcome of belonging, meaningful work, and Commitment (emotionally/psychological investment). I'd say that cohesion, unlike satisfaction or happiness, is a necessary condition for engagement. If employee engagement was a cake, then cohesion is the dough. When you combine the right ingredients in the right environmental conditions you get something enjoyed by everyone 🎂
Certified Credit Union Executive | Leadership | Lending | Operations | Member Experience | Strategic Growth
6moI believe the term “engagement” has become overused and trite. Many of the people touting “engagement” today are the same folks who were spouting on about “synergy” 15 years ago. I belive true engagement is actually the end result of building relationships and meeting mutual needs.
Organizational Alchemist & Catalyst for Operational Excellence: Turning Team Dynamics into Pure Gold | Sales & Business Trainer @ UEC Business Consulting
6moEngagement thrives on cohesion—vital for performance, growth, and fulfillment.
Director Leadership Development @ Beacon | People Development, Talent Strategy
6moEngagement backed by cohesion, not just happiness or satisfaction, drives success.
Information Technology Manager | I help Client's Solve Their Problems & Save $$$$ by Providing Solutions Through Technology & Automation.
6moEngagement isn't overrated. It's all about that cohesion culture. 😉 #teamwork Troy Hall, Ph.D. I-CUDE