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The Employee Engagement Mindset: The Six Drivers for Tapping into the Hidden Potential of Everyone in Your Company Hardcover – May 14, 2012


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The Employee Engagement Mindset: The Six Drivers for Tapping into the Hidden Potential of Everyone in Your Company + Employee Engagement 2.0: How to Motivate Your Team for High Performance (A Real-World Guide for Busy Managers) + Carrots and Sticks Don't Work: Build a Culture of Employee Engagement With the Principles of RESPECT
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Product Details

  • Hardcover: 272 pages
  • Publisher: McGraw-Hill; 1 edition (May 14, 2012)
  • Language: English
  • ISBN-10: 0071788298
  • ISBN-13: 978-0071788298
  • Product Dimensions: 9.1 x 6.3 x 1.1 inches
  • Shipping Weight: 14.9 ounces (View shipping rates and policies)
  • Average Customer Review: 4.9 out of 5 stars  See all reviews (7 customer reviews)
  • Amazon Best Sellers Rank: #217,108 in Books (See Top 100 in Books)

Editorial Reviews

About the Author

Timothy R. Clark is founder and CEO of TRClark, a consultancy that provides advisory services in strategy, large-scale change, employee engagement, and executive development. He is the author of Epic Change: How to Lead Change in the Global Age and The Leadership Test: Will You Pass? His clients include Accenture, Broadcom, Disney, Dow Chemical, Honeywell, Intel, Microsoft, Motorola, NASA, Stanford University, and Wells Fargo Bank. Clark earned a doctorate from Oxford University.


More About the Author

Dr. Timothy R. Clark is considered a leading expert on leadership, change, and employee engagement. He brings to his writing an unusual combination of Oxford training and shop-floor experience in the steel industry and as a two-time CEO. He possesses an extraordinary ability to simplify and communicate complex concepts in meaningful and memorable ways.

After earning a triple degree and first-team Academic All-America honors as a football player at Brigham Young University, Dr. Clark spent time in industry and then went back to school with a plan to teach. He completed a doctorate from Oxford University and was a Fulbright and British Research Scholar.

As fate would have it, there were no teaching jobs when he finished his graduate work. So of course he traded his chinos and Birkenstocks for a hard hat and metatarsal boots, and went to work in a large steel mill. At Geneva Steel Company, he was soon elevated to vice president and plant manager and oversaw all plant operations for five years. He then became CEO of two consulting and training organization for several years. In 2006, Dr. Clark founded TRCLARK LLC, a consulting and training organization. He advises, coaches, and speaks to leaders and organizations in industry, government, healthcare, education, and the non-profit sector.

In addition to his books, Dr. Clark is the author of numerous articles and writes the column "On Leadership" for the Deseret News.

Customer Reviews

4.9 out of 5 stars
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It is an easy to follow and well written/thought out book.
Judy Seegmiller
Most research, books and articles today focus on the organization's responsibility for creating conditions of employee engagement.
D. Maxfield
This book is so worth reading and is currently my favorite business book.
JC

Most Helpful Customer Reviews

2 of 2 people found the following review helpful By JC on August 23, 2012
Format: Hardcover Verified Purchase
This book makes so much sense. If you (like me) have ever mistakenly thought that your boss should do more to keep you motivated and engaged in your work, think again. This book is so worth reading and is currently my favorite business book. The concepts in here are extremely motivating (and practical) and reiterate that our success is up to ourselves and that we can't depend upon others for the motivation to achieve that success. As an employer, I have seen employees who seem naturally engaged and who are self-starters, and who need little to no efforts on my part to help them stay engaged to perform. I've also worked with some whom I felt wouldn't do much without constant motivational speeches. This book has so much depth on the subject and teaches us with powerful examples and insights that we all need to be in control of our own engagement, and thus results. That concept seems obvious (now) but not everyone sees it that way and needs to be taught. I will be getting several copies for my employees because I think everyone should read this book.
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2 of 2 people found the following review helpful By Judy Seegmiller on June 1, 2012
Format: Hardcover Verified Purchase
The data that points to the six drivers described in the book is fascinating. I appreciated the diligence of the research into employee engagement. The comments, examples and thoughts from so many "prominent" scholars, authors whose names are recognizable throughout the book just reinforces all the research. It not only breaks down the behaviors but does it in a way that step-by-step are very helpful. It is an easy to follow and well written/thought out book. It is a book that will help not only business leaders/employees but leaders and employees in the private and educational sector as well. I sent one as a gift to a college coach that I think will help him engage his team of athletes in shaping, connecting, learning, stretching, achieving and contributing to their team as a whole. This is a well written book that will help leaders AND their employees increase their business model.
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By MLOborn on April 4, 2013
Format: Hardcover
I have been an executive coach for almost 20 years and have been guilty of suggesting the primary driver of engagement is leadership - not focusing on the individual who really owns engagement. This book nails it! We live in a society of pervasive entitlement and the antidote of entitlement is taking ownership and being responsible - the first step is to take ownership for one's engagement. This book is well thought out and an excellent 'how to' to guide individuals to be engaged. For some of my most savvy clients, this book is part of their core training curriculum.
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Format: Hardcover Verified Purchase
This is no ordinary book about Employee Engagement. Most research, books and articles today focus on the organization's responsibility for creating conditions of employee engagement. Mr. Clark, however, focuses on the control that employees have over their own engagement.

"Organizations are responsible for enabling conditions. As an individual, you're responsible for enabling behavior....A significant finding from our research about highly engaged employees: even in poorly performing organizations with lousy work conditions, limited resources, and few opportunties, those who are highly engaged still take responsibility and own their own engagement."

This is a refreshing viewpoint for workplaces where a common question is, "What is the organization going to do for me?", and puts the control directly back in the hands of the employee.
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