1. ©CCO Communications, LLC - Oct. 25, 2016
Your Purpose & Pursuits
Your Belief
Mission
Your “What”
Pursuits
Your “How”
Purpose Your “Why”
1. ENGAGEMENT IS STILL A NEW CONCEPT
In the 1990s, William Kahn, professor of organizational behavior at Boston University, introduced the term engagement based on his observation that people have a choice as to how much of themselves they’re willing to invest in their jobs.
Kahn conducted in-depth interviews with employees at two organizations. He discovered they were far more emotionally and physically engaged when they experienced:
Psychological meaningfulness: a sense that their work was worthwhile and made a difference
Psychological safety: a feeling they were valued, accepted, and respected—and able to perform in a positive work environment
Availability: routinely feeling secure and self-confident while possessing the emotional and psychological energies to perform their job
Nearly 25 years later, these three elements remain at the core of most theories of employee engagement. It’s also important to note that pay isn’t even on the list.
While fair compensation will always be a key component of job satisfaction, it’s not a factor as a day-to-day motivator of engagement. Neither is whether a company can attract and retain talented people. The conclusion for organizations everywhere is this: Employee engagement can never be bought; it must be earned.
©CCO Communications, LLC - Oct. 25, 2016

2. © CCO Communications, LLC - Oct. 25, 2016
What are the steps?
Begin with your belief. 
State your purpose. 
Outline your pursuits. 
Project your vision.
Your mission is the path.
Your strategy is how.
Your tactics are how you drive your strategy
- What you believe at your core.
- Why does your company exist?
- How will you live your purpose?
- Where are going - your destination?
- What will you do to get there?
- How will you proceed on that path?
- What specific actions will you take?
1. ENGAGEMENT IS STILL A NEW CONCEPT
In the 1990s, William Kahn, professor of organizational behavior at Boston University, introduced the term engagement based on his observation that people have a choice as to how much of themselves they’re willing to invest in their jobs.
Kahn conducted in-depth interviews with employees at two organizations. He discovered they were far more emotionally and physically engaged when they experienced:
Psychological meaningfulness: a sense that their work was worthwhile and made a difference
Psychological safety: a feeling they were valued, accepted, and respected—and able to perform in a positive work environment
Availability: routinely feeling secure and self-confident while possessing the emotional and psychological energies to perform their job
Nearly 25 years later, these three elements remain at the core of most theories of employee engagement. It’s also important to note that pay isn’t even on the list.
While fair compensation will always be a key component of job satisfaction, it’s not a factor as a day-to-day motivator of engagement. Neither is whether a company can attract and retain talented people. The conclusion for organizations everywhere is this: Employee engagement can never be bought; it must be earned.
© CCO Communications, LLC - Oct. 25, 2016