As a practitioner of open-book management at an employee engagement software company, I have a unique front-row seat to the Great Game of Business®. I’ve seen the impact it has on our own employees’ engagement, as well as many of our customers’. As our friends at Great Game™ often share, organizations who subscribe to the open-book methodology have employee engagement levels that are three times higher than the national average. By tying the work employees are doing daily to the outcomes and success of the company, these leaders are giving employees more reasons to invest their full hearts and minds in their work.
As business leaders, we care deeply about employee engagement, but we can’t operationalize a culture of engagement by ourselves. Without a strategy for scaling it across the business, it’s tough to move the needle. As my own business has grown, I’ve realized that the best thing we can do for our employees is to focus on the top two or three actions that will have the greatest impact—and hold our people-leaders or “trusted lieutenants” accountable as owners of those initiatives.