Please visit to see the new & improved site.
Please visit to see the new & improved site.

Friday, December 11, 2009

Employee Engagement – Leading From the Top

This is the second in a series of posts on employee engagement describing what I consider to be three stages to full employee engagement; leading from the top, generating momentum and harnessing momentum.

The first step is to demonstrate leadership and commitment from the top. It is often stated as a foundational requirement for employee engagement, but can be hard to attain as illustrated by the many times I am asked the question , so how did you get your leadership team to support this?

I see an interesting tension between attaining true leadership for an issue while resisting the pressure for the company to change its CR priorities according to the CR priorities of the senior most leadership.

I have observed four characteristics that help distinguish true leadership for a sustainability theme.

Policy – a clearly articulated company position on the issue that includes definition of the extent of its effects on society and on the company, the cause, and the role the company has in mitigation and perhaps adaptation.

Targets – output related targets presented within the context of resolving the issue.

Names – named and visible members of the leadership team who back the policy and associated programs.

Engagement – Skin in the game through visible engagement by members of the leadership team. Examples from BT include Ben Verwayan’s active chairing of the Climate Change Task Force of the Confederation of British Industry as CEO of BT and Sir Michael Rake’s active role as chair of the UK Commission for Employment and Skills.

Historically, when corporate responsibility was philanthropy, the corporate CR theme was often set by the personal priorities of the most senior leaders of the company. An individual felt strongly about a particular theme and so philanthropic donations to that theme did well under their leadership. Today, enlightened companies have integrated corporate responsibility and sustainability into their business. One test of a good sustainability pillar is that it meets the changing needs of society and the changing role of the business in society, but resists change purely due to a change of leadership.


  1. Kevin,
    Policy and Targets are great.

    Under Names: In your view how important is it to have a hard charging executive lead the sustainability program? Or How important is it to have a title of Chief Sustainability Officer?

    Under Engagement: How important is consistent communication and enforcement of sustainability practices by Senior Executives?

  2. Hi Jagan, I get to say plenty on this blog and I have other posts still to write on the topic. Would be great to hear your answers or answers from some others - Kevin