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CITATION

Carbonara, Scott. Manager's Guide to Employee Engagement. US: McGraw-Hill, 2012.

Manager's Guide to Employee Engagement

Authors: Scott Carbonara

Published:  September 2012

eISBN: 9780071799515 0071799516 | ISBN: 9780071799508
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  • Contents
  • Preface
  • Acknowledgments
  • 1. The Case for Employee Engagement
  • Yesterday and Today
  • Satisfaction Isn’t Enough: Survival vs. “Thrival”
  • Engagement Defined
  • The Bruno Effect
  • What Engages Employees?
  • Engagement Business Case—The Hard Facts
  • Two Employee Engagement Myths
  • High Attrition = Low Engagement x Poor Leadership
  • Why Engage?
  • Manager’s Checklist for Chapter 1
  • 2. Are You a Manager or a Leader? Becoming the “Best Boss Ever”
  • Would Your Employees Drive Through a Blizzard for You?
  • Manager vs. Leader
  • “I Knew It Was Time to Leave When . . .”
  • Two Views of Human Nature: Theory X and Theory Y
  • Engagement Starts with “I Do”
  • The Engagement Wheel: Awareness, Alignment, Action
  • Becoming the “Best Boss Ever”
  • W.H.I.P. Your Employees into Engagement
  • Fostering Loyalty, Trust, and Hope
  • Pay It Forward: Invest in Training
  • The Importance of the Leader-Employee Relationship
  • Manager’s Checklist for Chapter 2
  • 3. The ABCs of Engagement: Why People Do What They Do
  • People Do What They Do Because . . .
  • The ABC Model
  • Antecedents: Leading the Horse to Water . . .
  • The Top Engagement Antecedent: Defining Clear Expectations
  • What Makes Consequences Effective?
  • Two Consequences That Kill Engagement: Extinction and Punishment
  • When Punishment Is in Order
  • Using the ABCs Builds Trust
  • Give ’Em a Reason to Engage! Positive and Negative Reinforcement
  • The Discretionary Effort Advantage: Positive Reinforcement
  • Manager’s Checklist for Chapter 3
  • 4. A Positive Culture Starts Here: Positive Thinking
  • Finding Opportunity Amid Calamity
  • A Case for Positivity
  • Pragmatic vs. Positive
  • “I’m Too Smart to Believe That It Matters to the End Results” Why Smarter Managers Embrace Positivity
  • “I Can’t Change Who I Am . . . Or Can I?”
  • Look in the Mirror: Are You a Positive “Super Model” Leader?
  • 10 Activities to Increase Your Positive Thinking
  • Safeguard Your Attitude with Boundaries
  • Thinking Your Way into an Engaged Culture
  • Manager’s Checklist for Chapter 4
  • 5. Empowering Employees to Act as Entrepreneurial Owners
  • What If This Were Your Company?
  • Replace Bureaucracy with Ownership
  • The Entrepreneurial Advantage
  • C.O.U.R.S.E.: The 6 Core Traits of an Entrepreneur
  • Grant Appropriate Control and Autonomy
  • What Does This Have to Do with Engagement?
  • Empower Employees to Be Owners, Not Renters
  • Ownership Is Like an “LTR”
  • Fostering a Culture of Entrepreneurial Engagement
  • Autonomy, Complexity, and an Effort-Reward Connection
  • But What If They Leave—With All Their Creative Ideas? Handling the Fear of Talent Abandonment
  • Manager’s Checklist for Chapter 5
  • 6. Aligning Employee and Organizational Values, Missions, and Goals
  • What Values Are and Why They Matter to Engagement
  • Revisit Your Values, Goals, and Mission Statements
  • Brand Your Values
  • Create Learning Maps to Get at the Mission
  • Where Do Goals Fit In?
  • Bringing the Employee into the Mission
  • What If the Company’s Mission and the Employee’s Mission Don’t Align?
  • Aligning to Goals by Getting Employees in on the Action
  • Engaging Through Social Service
  • Manager’s Checklist for Chapter 6
  • 7. Know Your Employees: Get PSST (Personal, Strengths-Based, Social, and Targeted)
  • Get PSST!
  • Passion and On-the-Job Performance
  • Get Personal
  • Get Strengths-Based
  • What a Focus on Strengths Gets You
  • Get Social
  • Get Targeted
  • Manager’s Checklist for Chapter 7
  • 8. Communication: The Art of Asking Others to Dance
  • What Communication Is and Isn’t
  • The Three I’s of Communication
  • Communication Is Hard: Four Roadblocks to Effective Communication
  • Cost of Communication: Even Good Communication Isn’t Cheap
  • Engagement-Building Communication Tips
  • Manager’s Checklist for Chapter 8
  • 9. Tickling the Engagement Bone: Stimulating Happiness with Humor, Fun, and Exercise at Work
  • Discretionary Effort in Action
  • The Engagement Bone
  • People Don’t Quit Jobs That Provide Well-Being—Promoting Happiness at Work
  • Are You Serious? A Scientific Case for Humor
  • Humor and the Engagement Tie
  • When Happiness Doesn’t Come Naturally—Using Humor and Fun as Survival Tools
  • Strengthening Relationships Through Humor
  • Why Managers Might Avoid Humor
  • Ignite a Culture of Humor and Fun by Minding Your P’s
  • Tricks and Tips for Promoting Fun
  • Exercise as a Means of Fun and Relationship Building
  • Manager’s Checklist for Chapter 9
  • 10. Tackling Barriers to Engagement
  • What’s In It For Me (WIIFM)?
  • The Goal: To Flourish
  • Special Circumstance #1: My Boss Is a Barrier to Engagement
  • Special Circumstance #2: Change Is Hindering Employee Engagement
  • Special Circumstance #3: The Business Backdrop Hampers Engagement
  • Special Circumstance #4: Engaging Remote Employees
  • Special Circumstance #5: Engaging the Unengageable
  • In Conclusion: Starting the Dance
  • Manager’s Checklist for Chapter 10
  • Index