- 51 per cent – Engaging employees to ensure organizational alignment and commitment
- 21 per cent – Clearly defining roles and expectations
- 13 per cent – Making efficient and informed personnel decisions
- 15 per cent – Developing current skill base and capabilities within organization
Our consultants provide a variable cost on demand resource for clients, and to add value in the way that internal employees do so requires an investment of time to get engagement from your external team members as well. Email is asynchronous exchange which doesn’t create engagement, rather creates work for the recipient. I encourage our consultants to use the phone and to try to meet our clients and journalists. As a company I am experimenting with feedback tools including Surveymonkey and Rypple. According to research by Albert Mehrabian in the 1960’s it is believed that some 80% of all communication is non verbal – and that is when people are present with one another. Imagine then what a reliance on email can mean in terms of alignment especially in this era of blackberry length replies and sms notes. To get engagement we need to communicate orally as well as in written form, and where possible in person. Ultimately building loyalty and enthusisam in your consultants is the same as it is in your internal staff. They need to feel your passion and commitment to the cause, and with their expertise, experience and contact they will bring you the results that you want. Of course you may not want to get engaged to your consultant, but you will want them to play a valuable part in achieving your goals. Let them know how.