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• Does not demonstrate trust in others.
• Avoids sharing information.

• Does not show an interest in others.
• Insecure about own contributions.
• Needs the spotlight.

Does it best

When it comes to engagement, William Rogers, CEO of British commercial radio operator UKRD Group,
knows how to get it right. Rogers knows all 283 employees by name and makes a point of taking a
personal interest in them. He has created an environment in which people never feel bored, they love
their jobs, and feel proud to work for UKRD. With a mission “To change people’s lives,” UKRD is heavily
involved in a variety of community projects, contributing to the confidence of 95% of employees that the
organization is based on strong values. Six words guide the behaviors encouraged at UKRD: open,
honest, fair, fun, professional, and unconventional. Staff operate with high levels of autonomy, unusual in
local radio. They feel their ideas are always considered and encouraged. UKRD is not just a place where
people turn up to work. They are emotionally invested in the organization. In 2009, UKRD acquired The
Local Radio Company and within two years transformed it from losing £2.5m per annum to turning a profit
in excess of £500,000. This coincided with engagement levels helping UKRD to leap from being 27th in
the Sunday Times 100 Best Companies to Work For poll in 2010 to number one in 2011. The
organization has retained its top ranking for four consecutive years. 21, 22, 23, 24

Tips to develop Drives engagement
1. Not sharing the big picture? Nurture commitment to purpose and direction. When people
understand the organization beyond their own role, they can better appreciate the significance of
what they do. They realize the importance of their cog in the wheel. Without that broader perspective,
a job is just a job. They focus on their own role but not the overall goal it contributes to. It’s the
difference between “laying bricks and building a cathedral.” Clearly communicate the strategy to
them. Talk in their language. Help them see where their role fits in. How does what they deliver
contribute to the achievement of the overall purpose of the organization? Use visuals that show their
position in the structure. Let them see the connections that link them to the end user. Illustrate how
their achievements impact other roles.

2. Tend to be too directive? Make collaborative goal setting the norm. Research shows that highly
engaged employees are goal oriented. And disengaged team members are often unclear about
what’s expected of them. Shared goals benefit the organization because they get everyone on the
same page and pulling in the same direction. Efforts are coordinated and aligned. Goals ensure
clarity of purpose. They provide focus. They provide the basis for assessment of performance and
enable more effective coaching. Collaborating with people to establish goals increases buy-in and
motivation. Personal communication around goals fosters ownership and understanding. When
people have a sense of personal accountability for achieving goals, engagement increases.
Generally, they perform better with goals that can be realistically reached by putting forth significant
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