Create and deploy the most powerful competitive weapon in business today--the Self-Empowered Employee The Employee Engagement Mindset outlines a simple six-part shared manager/employee model for increasing engagement: Shaping, Connecting, Learning, Stretching, Achieving, and Contributing. It shifts the paradigm of engagement from an employer-centered model to an employee-centered view. By emphasizing shared manager and personal responsibility, coupled with intrinsic motivation, you will dramatically increase employee engagement. Timothy R. Clark is founder and CEO of TRClark LLC, a consultancy that provides advisory services in leadership, change management, and employee engagement.
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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.
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.
While there are lots of concepts and ideas that have been well-published in the area of employee engagement in the past included in this book, The Employee Engagement Mindset does a great job highlighting the responsibility and the choice that each individual in an organization has for being engaged. The book effectively considers engagement issues from both the manager/organization perspective as well as the individual employee perspective. My experience has been that most organizations and HR/OE practitioners tend to carry the burden around of getting managers to engage their employees. These same practitioners may say that the employee is responsible for their own development, their own growth, their own engagement, but in practice most of use take way more accountability for this issue than is appropriate. This book help reposition the issue of engagement as an individual one and that alone is worth the cost of admission. Additionally, the tools in the book are helpful and make accessible the concepts presented. For someone in the HR/OE field, this is a nice addition to a already crowded pool of literature.
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.
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.
