It is no secret an organizational culture has a lot to do with how engaged the employee teams are. Culture cannot be assigned, and engagement cannot be trained. The two work hand-in-hand.
Organizational culture shapes the way employees experience their work, influencing their level of engagement, motivation, and commitment. When the culture is aligned with employees’ values and fosters a sense of belonging, people are more likely to feel invested in their work and contribute with energy and enthusiasm. A culture built on trust and open communication encourages employees to voice their ideas, take initiative, and collaborate effectively.
Clarity and Communication
The clarity of the internal organizational communication is critical; and it must take many forms. Endless and lengthy emails, or frequent video calls involving a large employee group can be called communication, but not necessarily communication with clarity.
While working on management training through leadership coaching in an organization, many of the managers thought the organization could improve its communication protocols. When learning this, the CEO was surprised and claimed they had all team meetings twice per week. The challenge was, the meeting standard in that organization was cameras off, and agendas were the same all the time. Of course, this type of communication did not engage!
Stretch Goals
Stretch goals can be powerful in engaging employees because they create a sense of challenge and purpose. When people are pushed beyond their usual comfort zones, they often discover new capabilities, build confidence, and feel a greater sense of achievement. The process of working toward a difficult but attainable goal can ignite motivation, especially when employees see the direct impact of their efforts on the company’s success.
A well-set stretch goal fosters innovation by encouraging employees to think creatively and find new solutions rather than relying on familiar approaches. It also strengthens resilience, as employees develop problem-solving skills and perseverance in the face of obstacles. When leaders provide support, feedback, and recognition throughout the process, employees feel valued and inspired to push themselves further.
For stretch goals to be effective, they must be ambitious yet realistic. Goals that are perceived as completely unattainable can lead to frustration or disengagement, whereas those that challenge employees just enough to stretch their skills create excitement and a sense of progress. When people believe in the goal and feel supported in reaching it, their engagement naturally increases.
Employees should be involved in selecting and planning their own stretch goals rather than being assigned these goals. There should not be negative consequences for not achieving a stretch goal, and these goals should not take priority from planned objectives.
Candid Conversations
In our leadership training at X5 Management through DiSC® workshops and leadership development through executive coaching, it is surprisingly common for participants to admit they are challenged having candid conversations with co-workers, subordinates and executives. The result is, candid conversations do not occur and issues do not get addressed.
An exceptional workshop called Productive Conflict teaches participants to embrace conflict while not looking at conflict as negative, but rather productive. It does not mean a conversation isn’t uncomfortable, but it does not have to result in negativity or destructive behavior. They key is to address these conversations promptly, and always assume an ideal outcome.
Slowing down reaction time is a learned skill, and one, if learned, can avoid hurt feelings or skipped conversations due to discomfort. It does take practice and asking someone for permission to be candid helps move a conversation to the point.
Accountability
Accountability within a team is one of the most difficult behaviors to do well, according to the author of The Five Dysfunctions of a Team, by Patrick Lencioni. Many are uncomfortable pointing out other people’s unproductive behaviors, especially their teammates. They may feel they will come across as too harsh, or they can’t find the right words. It actually boils down to feedback, and when this happens throughout an organization, including peer-to-peer, team members feel supported. How feedback is delivered is key (with care and candor).
Accountability occurs when everyone is committed to a clear plan of action with a reasonable timeline. That is when team members are more likely to call one another on performance or poor behavior.
Training and Development
When employees understand the importance of professional development, and they understand what training and development is relevant to their roles, and future roles, they view this opportunity as a privilege, not a chore.
“The beautiful thing about learning is that nobody can take it away from you.”
― B.B. King
Whether it be communications training, management or leadership training, strategic business planning, all not only contribute to the individual but also to team development and alignment. Group training allows team members to learn together, practice together, and discuss outcomes from their learning.
Leadership or business coaching is often more effective one-on-one and allows each individual to explore their areas of opportunity and challenge with a qualified coach. A coach will challenge the thought process and keep the topic at hand focused toward an outcome or a goal.
Conclusion
Leadership plays a critical role in shaping an organization’s environment. When leaders set clear expectations, demonstrate respect, and model the behaviours they want to see, employees respond with greater engagement. A culture that prioritizes recognition and professional growth helps people feel valued, making them more likely to stay committed to their work and the organization’s goals.
A strong culture fosters emotional connection, reinforcing the idea that work is more than just a paycheque; it’s a place where employees can grow, contribute, and find purpose. When people believe their contributions matter and they feel a sense of pride in the company’s mission, engagement naturally follows.
Our slogan at X5 Management is “Aligning Leaders and Teams to Achieve” and we do this through the provision of thoughtfully tailored corporate training and coaching solutions. Our team is driven to build high-functioning leaders and teams who produce positive results and who embrace success. That is a true sign of an engaged and aligned team!
About the Author: Kris Schinke, Vice President – Integration
for-profit. She has a passion for inspiring and coaching others and believes a positive work culture is key for business growth and sustainability. She is adept in training, leadership and promoting teamwork. Kris is delighted to be working with X5 Management, not only to support valued clients but also in her executive role supporting the ongoing business growth, both internally and externally.
She is an avid volunteer and loves to donate time and effort to a variety of organizations.
A proponent of personal development, Kris holds an MBA from Athabasca University, her Distinguished Toastmaster designation from Toastmasters International and her Life Coaching Certification from New Skills Academy. She also attended Harvard Business School (A Culture of Health in Business) and Norquest College (Inclusion at Work, Business Economics).
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