Six Daily Questions to Drive Team Engagement

Construction leaders are facing a growing challenge working to keep project teams working effectively together across multiple companies.

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At the business level the need to keep team members engaged to both attract and retain talent is getting more difficult with labor shortages and generational differences.

6 Daily Questions to Drive Team Engagement from the book Triggers by Marshall Goldsmith and building upon the book What Got You Here Won't Get You There. Did I do my best to.... (1) set clear goals? (2) make progress towards goal achievement? (3) find meaning? (4) be happy? (5) build positive relationships? (6) be fully engaged. 3 minute summary video. Challenge 1: Deliberately answer these questions for yourself in writing each day for a month. Challenge 2: Share your answers and trends with others.

Marshall Goldsmith explores why the questions often asked in employee satisfaction surveys don’t actually improve engagement. What it comes down to is the shift in locus of control from external to internal.   

The questions often asked drive people to focus externally on what is happening to them and what others in the company can do for them. This often leads to lower engagement rather than improvements. He outlines a method of questioning and six daily questions that shift the locus of control internally leading to higher engagement and performance.

 


Did I do my best to...

  1. Set clear goals?
  2. Make progress toward goal achievement?
  3. Find meaning?
  4. Be happy?
  5. Build positive relationships?
  6. Be fully engaged?

Challenge 1: Deliberately answer these questions for yourself in writing each day for a month.

Challenge 2: Share your answers and trends with others on your team, even those things that are difficult to share. Then ask them to join you on a one-month challenge for themselves.

 


Books:

Resources:




Growth Trajectories for Talent Development
Most people want to think about the growth trajectory of their lives, careers, and business as being a steady climb up a 100% grade - reality is very different and organizational development must align with reality.
Lean Principle - People First (Then Process and Tools)
To optimize productivity, a contractor must focus on their people first, then processes and tools including technology as an integrated management system with a hierarchy. This is not a linear process: S.M.A.R.T. Experiments + Continuous Improvement.
Not All Growth is Visible Above the Surface
Deep roots equal strong trees, and the same is true for strong people. Those roots include relationships and skills that are largely invisible for years while they are being built. Like an iceberg, there is always a lot more going on under the surface.