1. Integral Employee Engagement
Presented by Jill Malleck, PCC
Integral Coach
The importance of “energy” when it comes to engagement
An integral approach to employee engagement and interest

3. Change is both objective and subjective…
My Readiness to Change =
Dis + Vis + Pr > PC
Dissatisfaction w status quo
Vision of end stage
Practical Next Steps
>
Perceived Costs
Trusted Change Plan =
Vision + Skills + Motivation + Resources + Action Plan

4. Engagement Energy TOXIC ENERGY PRODUCTIVE ENERGY INERTIA COMFORT ZONE
High Engagement
TOXIC ENERGY
PRODUCTIVE ENERGY
INERTIA
COMFORT ZONE
Negative
Energy
Positive Energy
Low Engagement

5. At All Times: Multiple Perspectives of Reality
I – Personal Interiors
I – Personal Behaviours
We – Culture & Relationships
Its – Systems
Each perspective is valid… and partial. We need it all to be whole. K. Wilber, Integral Theory
Garden for the Blind, Bonn, Germany

6. 4 Quadrant Integral Theory All Perspectives All the Time
Cognitive, emotional, spiritual
My values, intentions, capabilities, beliefs
My interpretation of feelings, sensations arising in my body
Subjective, invisible – I am aware & may tell you. You have to ask me to find out
Individual Interior I
Individual Body & Behaviour IT
Shared Systems & Nature
ITS
Shared Culture & Relationship WE
Measurable parts of our bodies; physical, bio- energetic
Behaviour : what I do, how I go
Measurable doings: what I get done
Objective, observable. You cannot ascribe my intentions based on what you observe
Management frameworks for organizational systems & infrastructure
Relationships, community
Unspoken rules “we” understand
Part of a cultural subjectivity, norms
Shared vision, values
Communication patterns
Inter-subjective. Can know a group by being in it
Systems: Socio-economic regulatory, industry/sector, business model
Environment, physical world
Inter-objective ; data, processes, structures
Based on Ken Wilber’s work

7. Which Quadrant Do You Feel Most at Home In?
The Self-Aware
Professional
The Productive
The Systemic Professional
The Relational Professional
Will this be meaningful to me?
What is the purpose of doing this?
Where does what matters to me fit in all of this?
I need to try it out to see if it works
What doing to happen here?
What kind of environment will it create for me to work and play in?
What is the bigger picture?
What else does this impact?
Who else has expertise I need to access?
What else do I need to learn?
Let me discuss with others before I decide for myself.
How will this contribute to my family and others?
What are the group’s priorities?

8. In Your Same Quadrant Group
The Self-Aware
Professional
The Productive Professional
The Systemic Professional
The Relational Professional
What are some strategies for “engaging” employees/members that you think are very powerful and positive?

9. Integrated Engagement Strategy
Engagement Methods
Awareness
Taking people inside to the what really matters to them and to how a program fits their unique needs.
Results
Finding concrete ways describe what the end results will be; measures of success.
Relations
Acknowledging the importance of peer groups and communities in making changes and decisions.
Systems
Holding the program in a larger context, including other benefits, employment contracts and life cycle changes.
Integrated Engagement Strategy

10. What works best As much as you know, can say
Self aware
Results Driven
Relational
Systems
Robust Change Agent
As much as you know, can say
Be honest about the downsides
Use clear, jargon free language to say what you mean
Let others put their own meaning to it – don’t assume you know what they need or what’s important to them – ASK and LISTEN
Validate others

11. What works best Connect with others and be accessible
Self aware
Results Driven
Relational
Systems
Robust Change Agent
Connect with others and be accessible
Create more opportunities for face-to-face contact – group meetings and social activities
A real “open-door” policy
Watch that geography isn’t an excuse to hide or isolate
Tell success stories and let satisfied people be examples

12. What works best Emphasize Results
Self aware
Results Driven
Relational
Systems
Robust Change Agent
Emphasize Results
Model how good habits (saving, physical fitness) help reach goals
Bring “energy” to the discussions
Show progress by using timelines and graphs that are concrete
Get the numbers
Give the help and resources needed at the most crucial times of action

13. What works best Show the Whole System
Self aware
Results Driven
Relational
Systems
Robust Change Agent
Show the Whole System
Talk about the whole benefit package
Keep the larger context – whole life cycle
Use technology, tools, worksheets and forms to make it easy to understand and explain
Are there cues and reminders to keep people aware?

14. Three Cs to increase Intrinsic Motivation
Collaboration: inspire me to cooperate and help others succeed; talk about shared goals; speak to my need for affiliation and belonging
Content: help me understand how my work adds value; show me the big picture and why what I do is worthwhile
Choice: allow me to make the work my own; tell me what decisions I can make and what tools you will make available to me
Adapted from: Motivating Employees, Bruce & Pepitone, 1999