In a recent Gallup article by Jim Harter, Ph.D, it was reported that all generations in the workplace, with the exception of baby boomers, have experienced a decline in engagement since 2020. This decline in engagement raises the question of how to build and rebuild engagement among teams. According to Hylke Faber, CEO and Coach at Growth Leaders Network, engagement is driven by three factors: connecting to our authentic selves, each other, and our purpose, which he refers to as the Connectedness Quotient (CQ). Building engagement involves developing CQ by connecting to oneself, others, and the company’s mission and vision.
Faber delves into the importance of the second dimension of CQ, which is connecting to each other. He emphasizes the significance of truly knowing the people within a team, beyond a superficial, transactional understanding. Faber encourages team leaders to invest intentional time in getting to know team members on a deeper level by asking them about their values, fears, history, and what makes them tick. This deeper level of understanding helps foster stronger relationships and creates a sense of cohesion within the team.
One example provided is that of Cheryl, who noticed a lack of trust and working relationships within her multi-generational team. She chose to invest time in getting to know her team members better, which led to a greater sense of camaraderie and openness among team members. By sharing aspirations, best and worst career moments, and personal anecdotes, Cheryl’s team was able to form bonds that transcended their day-to-day tasks. This deeper level of connection created a more human and enjoyable work environment.
The importance of curiosity in connecting with others is highlighted by Faber, as curiosity activates the energy of love within a team. This curiosity can be fostered through intentional practices such as sharing poems or objects of significance, discussing core learning moments, and sharing aspirations or values. By creating opportunities for team members to share their stories and true selves, team leaders can build a foundation of connectedness that strengthens the team’s relationships and overall engagement.
By taking the time to get to know team members on a deeper level, team leaders can create a sense of safety and care within the team. This heart-based relationship allows team members to feel seen and understood, leading to a more collaborative and supportive work environment. These deeper human bonds serve as a container for navigating challenges and disagreements within the team, providing a sense of security and trust that transcends individual situations. Overall, investing in building deeper connections among team members can lead to increased engagement and a more cohesive team dynamic in the workplace.
