When faced with unprecedented time, leaders are forced to pull back and prioritize. This bite-size insight is looking at how employee engagement should be examined during those times of uncertainty. Specifically, why leaders should care about employee engagement, both now and in the future, and why it should be on your list of strategic investments.
You’ll hear Santigo Jaramillo, Co-Founder and CEO of Empilfy share the three things leaders are thinking about right now along with Seth Morales, President of the Morales Group.
Nicole [00:00:03] Hey Insights listeners, Nicole here and thanks for joining me for this week's bite-size Insights, empowering people, leaders with best in class information in 10 minutes or less. Now, in times of uncertainty, leaders look to pull back, focus and prioritize. So today we're focusing on employee engagement, specifically why leaders should care about employee engagement. Both now and in the future and why it should be on your list of strategic investments. You'll hear Santiago Howard Marzio, co-founder and CEO of Amplify. Share the three things leaders are thinking about right now, along with Seth Morales, president of the Moralez Group.
Santiago [00:00:45] So, Nicole, you ask, why should employers care about employee engagement right before covered? We had the tightest labor market ever. People were leaving their jobs super fast. And so employers were like, we've got to focus on employee engagement because we got to retain these folks and we got to create a great culture that's a magnet for great people to work. And then all of a sudden, that changes overnight. And I believe that leaders are thinking, the leaders that I talk about, the great leaders that are there, really taking amazing opportunity to lead well and grow their organization and their teams. They're thinking about three things right now that I believe each of them correlate to employee engagement. Number one, they're thinking how do we adapt our business and our strategy in this new market context? A lot changed. Our previous playbooks are probably not cutting it. And so how do we change the playbooks and where we're headed? Because the ocean currents just totally changed on us right now and in the same map isn't going to get us there. So how do we adapt and change? How do we innovate, basically? And many times change our business model, number one. Number two, a lot of folks are doing more with less. And so how do we do more with less or at least do the same with less. Right. Less staff, less time, less focus. Right. Whatever that is. And number three, how do we keep the team healthy while they're doing more? And while a bunch of things are changing, that's kind of like how do we change our business model? How do we do more with less? And then how do we keep our team healthy as they're doing more with less? So what we're talking about is, number one, innovation. Number two, productivity. And number three, avoiding burnout and employee engagement is the antecedence is the thing that creates more innovation. Think about this. If you're satisfied and you see a problem that needs innovation, but you're just there for the paycheck and doing the bare minimum, you're not going to solve that problem and innovate. You're going to just kind of brush it under the rug and turn it to the next person and the assembly line and hope you don't get fired for that. And who cares what the customer ends up receiving. Right. So innovation only happens when we deeply care about the problem and the customer and we go above and beyond and we work these parts of our brain that we normally don't engage in. Boom. Eureka. Right. Innovation happens. So I think we have to be first engage in the research shows this. By the way, it's not just my opinion research so that if you're more engaged, you have you deliver more innovation to the organization. Number two, rarely talked about productivity doing more with less. Somebody who's engaged is 44 percent more productive than somebody who's satisfied. So that one is a clear tie to employee engagement. Get more productivity with more employee engagement. The number three employee engagement. If you have a deep sense of meaning, we're less likely to get burned out if we know the why behind it. Victor Frankl is a Holocaust survivor. He's amazing, amazing person. He wrote a man's search for meaning and he talked about a person with a Y can bear with almost any how. So we know why we're doing what we're doing. We can have an amazing amount of resilience in the obstacles that stand in our way between us and achieving that objective. But if we don't, it's like you ever heard that exercise where you sort of dig a hole. Inmates are asked to dig a hole and then they're asked to fill it back up again. And that's just to keep them busy. Right. Burnout. It's going to happen pretty quickly, but there's no reason for why this work is being done. And so I think that employee engagement super important because it helps the team adapt and innovate in an environment full of change and uncertainty that requires innovation and adaptability from us doing more with less and then making sure that those folks stay healthy and don't burn out because of burnout. A serious burnout leads to depression. Burnout leads to less productivity. Burnout leads to people leaving the questioning why they even joined the company in the first place. Why do I even do this? Is this even worth it in a lot of people right now or working from home and having this moment in their life when they're reflecting on their life? And I could do I want to be in. And what do I want to do? And if folks are getting burnt out, they're in this sort of place of transition where they can make decisions to not come back after this. This this craziness is over. So I think that's why employee engagement is even more important than ever. I'd add some to it.
Seth [00:05:08] Totally agree. I think innovation is definitely something that's really interesting. Being lean and mean and doing more with less, but making sure the team that that part of your organization that there's there's not that burnout level. I did a video email. I've been doing video email once a week to our team and I'm just doing a quick selfie and I'm in and out. It's a minute or two long. And my last video email was, hey, listen, just the other day, I was feeling burnt out. I needed a mental day. And I challenged the team to think about, hey, if you need to take a PTO time, if you need to take a half day off, a day off, you need to go. Iran in the middle of the day, if you need to just get a sweat, call somebody out. Just mix it up like do it like enjoy. And do you and take care of yourself. It's really interesting because the team that we had, you know, going into this crisis and how we had to kind of pivot and really adjust, you find that you could do a lot more in certain challenging times. It's cool to see those that step out that. I think that the important thing is, is that you get mental reps and you take some time and just get on the bench and check out and then check back in when you're ready to go, but not put too much pressure on yourself and have a lot of grace and empathy for yourself and also your coworkers or your other leaders on your team. It's just really important right now. We're seeing some mental fatigue working from home. Like you said, I think the novelty of working from home is wearing off. So, OK, let's counter that and mix it up. And then, you know, there's also this idea of when we go back, what is what are we going to go back look like? I'm having conversations in my head about, you know, do we need to work five days a week from the office? Can we do work tomorrow model where we can mix it up and provide that. So I'm I'm just really curious to hear more about how that evolves and what comes of that.
Nicole [00:07:06] Thanks for joining us for this bite-size Insights. Be sure to send us any questions or topics you'd like to see us cover at Emplify dot com slash questions. That's e m p l i f y dot com slash questions and subscribe to wherever you listen to your podcasts.