With the people working virtually, how is the engagement of teams? To reflect on this, we are going to talk about four conditions that decisively contribute to engagement:
(1): Culture: ethical, motivating, pleasant and welcoming environment;
(2) Leadership: leaders who are role models for their teams, inspiring confidence and pride, and guiding the growth of each person;
(3) Development and Career: development opportunities, so that the employee perceives their growth and feels challenged;
(4) Rewards: remuneration, financial recognition for the contribution that the employee makes to the company.
By evaluating companies in these four dimensions, we can understand why some of them have shown surprising results.
These are companieswith a strong commitment to the development of healthy and adequate work environments, always concerned with the organizational climate. They also have leaders with strategic direction and vision, committed to objectives, capable of promoting alignment in their teams and stimulating large doses of energy and enthusiasm. These are companies that recognize the efforts of their professionals, expanding each one's development opportunities. In all areas, those who stand out are duly rewarded – just check out the movements and internal gratifications: recognition for merit and promotions.
”Engaged teams go beyond delivering what is expected. It challenges limits beyond what is expected, commits to its leaders and team members, converging purposes.”
It is true that, in any company, “absolute excellence” is always a horizon to be reached, as there is always room for improvement, especially when it comes to developing engaged teams.
However, it is certain that, after adjusting the four conditions that contribute to engagement (positive environment, trust in leadership, development opportunities and adequate remuneration), there is a point where there is more productivity, results, profits and retention of employees’ talents.
From the point of view of the Leader's role, his performance is fundamental for the construction of engaged teams. Certainly, “setting an example” is indispensable. The strongest message an organization's leaders can send is through their own behavior. In addition, drawing up an engagement action plan with the participation of the team, executing continuous communication, including feedback here as a routine to consistently improve the team's performance, always challenging the expected goals and recognizing the team whenever these results are achieved. some of the steps for building an engaged team.
Engaged teams go beyond delivering what is expected. It challenges limits beyond what is expected, commits to its leaders and team members, converging purposes.
Finally, engagement is independent of physical or virtual environment. It is more connected to the consistency of the impact of the actions of each of the conditions mentioned above.