‘New leadership’ favors approaches that deliver quickly and are flexible and adaptable. If support is allowed to become out of date, it may be abandoned by people who are forced to look elsewhere for what they need. If the help that is provided remains current and relevant, it is likely to be appreciated and used. If it both engages and helps people to cope and excel, it is more likely that relationships will be mutually beneficial and both individual and corporate aspirations achieved.

Employee engagement practices in many organizations are derived from the approach to leadership adopted by those on the board and members of the senior management team. A board determines that certain changes are required to implement a new strategy, change direction, deliver more value to customers, reduce costs or improve performance and this may require that the people of the organization are aware of, understand, committed to or involved in what is required, so that they can contribute to bring it about. The focus is usually upon how people can better help the organization.

Engagement is also important where people have a choice of employer, supplier or investment and their allegiance can no longer be taken for granted. Many corporate leaders should consider whether an organization’s people and its external stakeholders are interested let alone engaged. Too often people feel that they are being used for corporate ends and the notion of mutually beneficial relationships seems to be a far cry from what they experience, which often seems to be about how the organization can squeeze more out of them.

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