Why Focusing on Employee Wants Isn’t Enough: The Key to Boosting Engagement and Performance
When it comes to improving employee engagement, most leaders are accustomed to listening to what their employees want—higher compensation, job security, and work-life balance. Gallup’s latest Global Leadership Report: What Followers Want aligns with this by showing that employees prioritize hope, trust, compassion, and stability from their leaders. These findings are not surprising given the economic climate, but there’s a key missing element: the focus on how employees contribute to the company’s success.
Bill Fotsch, founder of Economic Engagement, argues that the Gallup survey has a limited focus, emphasizing employees as “followers” rather than empowering them as active participants. This approach misses out on a key element: the role employees play in helping the company succeed, and how that involvement can drive both engagement and performance.
The Limits of Traditional Employee Engagement
Gallup’s findings highlight some important emotional needs but overlook the practical realities of running a business. Employee engagement, as traditionally defined, is about aligning employees’ personal desires with the company’s goals. But Fotsch challenges this notion, suggesting that asking employees what they “want” may not lead to meaningful engagement. Employees might say they want higher wages or more benefits, but these desires often don’t correlate with higher performance or long-term organizational success.
Fotsch stresses that engagement should be about empowering employees to contribute actively to the company’s growth and profitability. Instead of focusing purely on their needs, leaders should focus on how employees can directly impact the business. Fotsch suggests that this shift in mindset can turn passive followers into active partners, leading to more motivated and engaged employees.
The Power of Asking the Right Questions
Based on years of coaching experience with companies like Capital One and Feuerborn Engineering, Fotsch believes that the best way to spark meaningful engagement is by asking employees the right questions. Rather than focusing on what employees want or need, ask them how they can help the company improve. Here are some questions that leaders should be asking:
- What is the biggest opportunity for improvement that the company should pursue?
- How do you think we can enhance sales and strengthen customer relationships?
- What other suggestions do you have to make the company better in the next six to 12 months?
These questions shift the focus from employees’ personal desires to their role in the company’s success. They encourage employees to think like business partners, focusing on the broader goals of the organization. This mindset shift leads to more engaged and proactive employees who are driven by the shared success of the company rather than just personal gain.
Empowering Employees to Think Like Owners
One of the most effective ways to boost engagement is to encourage employees to think and act like owners. This shift in mindset turns passive workers into active contributors, driving performance and engagement. Fotsch calls this approach Economic Engagement, where employees are treated as partners who have a stake in the company’s success.
By giving employees a voice in driving business performance, leaders can tap into their full potential. This approach isn’t just about motivating employees—it’s about creating true ownership over outcomes. Fotsch emphasizes that organizations should see measurable improvements in business results within two to three months when using this model.
Success Stories: Economic Engagement in Action
Fotsch cites several companies where this approach led to dramatic results:
- Feuerborn Engineering: Revenue increased by 300%, and profits grew by 400% over seven years. The company also managed to avoid layoffs during tough economic periods.
- Capital One: The CEO described employees as “Committed Engaged Owners,” resulting in more than $1 million in profit improvements within six months.
- Boardman Manufacturing: Sales grew by 55%, and profits exceeded those of the previous three years combined.
- Carlson Wagonlit Travel: Three branches generated $1.7 million above budget within 12 months, prompting a companywide rollout of the approach.
These examples illustrate the profound impact of treating employees as partners rather than just followers. When employees feel empowered to contribute to the business’s success, they are more motivated to go above and beyond, which leads to increased profitability and better business outcomes.
The Bottom Line: Moving Beyond Satisfaction to Active Engagement
Traditional approaches to employee engagement focus on satisfying the wants of employees, but this strategy only leads to short-term satisfaction without long-term impact. By empowering employees to contribute directly to the company’s goals, organizations can foster deeper engagement and improve both individual and business performance.
Fotsch’s Economic Engagement strategy demonstrates that when employees are treated like partners—and asked to actively contribute to improving the business—they not only become more engaged but also more productive. This shift from passive participation to active contribution leads to increased profits, improved retention, and a more motivated, engaged workforce.
In the end, employees may still want better benefits, but what truly drives their engagement is a sense of purpose and ownership in the success of the company. By creating opportunities for employees to make a tangible impact on business outcomes, leaders can achieve not only greater employee satisfaction but also sustained business growth.
Ready to boost engagement and performance in your business?
Focusing solely on employee wants isn’t enough—true engagement comes from aligning personal motivations with company goals. In our Starting Your Own Business course, we show you how to build a workplace where employees are not only satisfied but genuinely invested in your business’s success. Learn how to foster a culture of accountability, growth, and alignment, where both your team and business thrive together. Ready to take your leadership and employee engagement to the next level? Start today!
