How to get the most out of the leaders you work with

Employee engagement: it’s a broad term which invariably means something different to whoever you ask. Over on Wikipedia, it’s defined as “a fundamental concept in the effort to understand and describe, both qualitatively and quantitatively, the nature of the relationship between an organisation and its employee.” 

But to me, it’s about much more than that. I am passionate about employee engagement: get it right and it can have an overwhelmingly positive impact on the lives of colleagues, as well as the success of your organisation. I've worked in a range of communications disciplines (including external communications), but I’ve always found internal communications is one of the most rewarding areas. Why? Because it’s possible to see the difference that your work has on individuals, teams and senior leadership colleagues, as well as any positive impact on company culture.

The four Engage for Success enablers (strategic narrative, employee voice, engaging managers and organisational integrity) outlined by David MacLeod and Nita Clarke gives organisations and internal comms professionals a framework to aspire to. By addressing these pillars, they ensure employees have a sense of belonging and purpose which leads to enhanced productivity and retention. For this blog, I'm going to focus on engaging managers, which requires leaders to focus on their people, give them scope and treat them as individuals.

A persona of an engaging leader

We all have personal experience of inspirational managers who have supported and developed us – as well as leaders who have made the workplace a difficult place to be. The fact is: leaders come in all shapes and sizes. Not everyone will be well-suited from the outset: many will need guidance, coaching and support to be able to support their teams effectively and empathetically.

A model leader is one who is authentic and has integrity. These bosses are approachable and adapt their leadership style to situations and individual preferences. They have strong communication skills and treat individuals and the team fairly, acting as a champion for them.

As an internal communicator it’s inevitable that not every leader you work with will start off as an ideal role model. But don’t despair, as there are lots of resources and guidance available. I have worked with many leaders to ensure they are inclusive in their communication styles, while also remaining true to their own individual personalities and styles. 

How to be an engaging leader

Throughout my career, I’ve worked mainly in public sector settings. However, the same principles here would apply across the board. My approach is to gain the trust of the leader and explain the benefits of the proposals, alongside how certain behaviours can have a negative impact. I tend to start small to demonstrate success and build on these foundations, gaining momentum with the senior leadership team and workforce. Through this approach and demonstrating the benefits, I’ve been able to empower the CEO of a local council to address an audience of hundreds of staff. In government, I’ve helped encourage introverted leaders to participate in a digital Q&A. Meanwhile in policing, I’ve helped leaders influence the content of senior bloggers.

A joined-up approach with HR and private offices is essential to ensure that all the required elements are in place for the leadership team to feel comfortable and empowered to support their teams.

There is not a one-size-fits-all approach for a senior leadership team or organisation. However, a combination of the following has certainly helped in my experience:

1. Training and development. Leaders need training too! Maybe establish a monthly ‘lunch and learn’ session, focusing on soft skills, emotional intelligence and effective communication.
2. Fostering a culture of trust.  Encourage leaders to be transparent in their communications and decisions. To do this, leaders will need to develop genuine relationships with their team members, establishing ongoing opportunities for two-way engagement. This will ensure the groundwork is in place for when more challenging conversations are needed.
3. Tools. Technology permitting, online channels can be a great way to engage teams and gain feedback (as well as good old-fashioned face-to-face opportunities!).
4. Promoting recognition. This could be through formal recognition programmes, or informal appreciation – either verbally or by email, with the manager copied in. 
5. Leading by example. Leaders who consistently role model positive and ethical behaviour are much more likely to gain trust and build credibility with their teams.

My top tips

• Get in early. Establishing a professional relationship with your senior leader from the outset is critical. Outline your role in supporting them and what they will need to do for themselves. I always hold introductory meetings with new senior leaders and ensure I have direct contact with senior leaders.
• Plan ahead. Develop a clear employee engagement plan and programme which is built on leaders’ priorities, best practice and continuous improvement based on previous lessons learned. This needs to be something they can support in delivering in terms of capacity and their buy-in.
• Winning team. Upskill a high-performing team based on the needs of the organisation, leaders and employees by giving them clear objectives and development plans against the agreed strategy.

In summary, be confident: leaders want to do well and feel supported in their staff engagement activity. Using metrics to demonstrate success or when change is required is powerful too. 

Good luck on your leadership empowerment journey!

Katy Busby is head of leadership communication at the National Crime Agency (NCA). She has worked in communications for 19 years across a range of public sector organisations. More recently, her career has focused on internal comms in policing and the civil service, with a specialism in leadership comms.