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3 Reasons Why Your Board Should Care about Employee Engagement

1 min read

3 Reasons Why Your Board Should Care about Employee Engagement

Her neck stiffened, her jaw clenched and her words strained from disbelief, or anger, “We don’t need employees input on strategy. We’re the board. They do as we say.” And with that her proclamation ended.

Her neck stiffened, her jaw clenched and her words strained from disbelief, or anger, “We don’t need employees input on strategy. We’re the board. They do as we say.” And with that her proclamation ended.

The smell of antiquity gushed from her mouth as she uttered her words. Satisfied with her message and ignorant to their implications, this board President managed to reinforce the moat between her ivory tower and employees.

The board President’s words dehumanized the workplace and those in the arena with blood, dirt and tears marring their faces

In one harrumph, her traditional perspective disregarded the countless stories of commitment displayed in late work nights, missed family events, even the battle scars from project implementations. Waved off with the proverbial “it’s their job” remark, the board President’s wordsdehumanized the workplace and those in the arena with blood, dirt and tears marring their faces.

It’s common. It’s unfortunate. And it chips away at employee engagement.

Why should the board care about employee engagement?

Capped growth

Board members who disregard the collective narrative of employees’ contributions, disassociate themselves from corporate reality. Employment viewed as a means to a profitable end alienates people. Alienated people stop caring. Hard work, creativity, innovation suffocate negatively influencing corporate growth goals.

Employment viewed as a means to a profitable end alienates people

Culture-Schizophrenia

Board members viewing the organization from the ivory tower will not understand the culture in which managers and employees work. Board members are also stewards of the corporate culture. They are not culture-renegades. A company’s culture isn’t to support the board, but those who must implement the solutions to align with the mission of the business.

Board members are also stewards of the corporate culture

Purpose Disillusionment

When a board’s actions are incongruent with the company’s values and mission, they message to all employees and customers that the organization’s purpose doesn’t matter. Employees grow disillusioned and discontent, as the business’s reason for existence is watered down.

Employee engagement is a board concern. Their actions influence and shape results and the work environment. Outdated, dehumanizing perspectives of employees broadcast a message that they don’t matter. Eventually the board is viewed as out of touch, arrogant, and useless to the purpose of the organization.

We don’t need more useless and outdated management beliefs no matter who, where and how such people support an organization.

About the Author

Shawn Murphy is the owner and principal consultant at Achieved Strategies. With over 20 years working to help people create change and contribute their best, Shawn has grown deeply passionate about inspiring, educating, and sharing what he has learned to help leaders bring the best out in their people.

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Shawn Murphy

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