The Enterprise of the Future

Have you seen the third edition of the biennial Global CEO study conducted by IBM? It is worth a read. The executive summary can be downloaded by clicking here. The findings make a strong argument for creating a high employee engagement culture.

8 out of 10 CEO's see significant change ahead, yet feel there is a huge perceived gap in their ability to manage that change.

Customers continue to be more demanding, well informed and socially aware.

40% are changing their enterprise models to increase collaboration.

Finally, the enterprise of the future goes beyond philanthropy and compliance and reflects genuine concern for society in all actions and decisions.

These conditions make a high employee engagement culture a necessity, not a luxury. If you want to know how to build and maintain a high employee engagement culture, you can download our white paper here.

The full IBM study is available at ibm.com/enterpriseofthefuture

What Engaging Leaders Do

Employee engagement is dependent on leadership style. There are leaders who inspire their teams and bring them to life and there are those who perpetuate presenteeism and disengagement.

Recent workplace surveys tell us that one of the most important drivers of employee retention and engagement is a competent and visible senior leadership team that is invested in the well-being of the company's employees. Today's employees want to work for transformational leaders. The four characteristics of transformational leaders are:

1) Idealized influence: they do the right thing versus what is the most expedient, simple or cost-effective.

2) Inspirational motivation: they work from their values and can articulate a vision for the organization that holds meaning. Followers become greater through stretch goals and growth.

3) Intellectual stimulation: they ask the right questions that challenge the intellect, beliefs and creativity of followers.

4) Individualized influence: they believe in their followers and offer them care, compassion and support. They see their followers as human beings with full lives, not just as resources.


These leaders lead with a coaching style and give their employees space to perform. Their team relationships are steeped in trust and that trust inspires employees to be their best for the team.

Typical leadership skill building will not develop transformational leaders. Transformation comes from the inside out; it's a way of being. Companies on the cutting edge of leadership development are investing in the personal development of their leaders including exploration of personal values, life purpose and character strengths.

Organizations transform when people transform.