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Self-Engagement C289

straight into the tempest. He vowed to be the most committed em-
ployee he could possibly be.
Steven stopped watching the clock and started thinking about get-
ting projects done on or before deadline. He volunteered to help a
team that was behind in getting a software update to a client. Steven
joined a community technology group, where he met and networked
with former colleagues. When a much younger peer asked him to
lunch to ask advice about his fledgling career, Steven took that as a
sign he might have turned the corner.
At his most recent performance review, Steven’s supervisor ex-
pressed his appreciation for the change in attitude: “Steven, every-
one knows that you’re one of the smartest guys in the business. But nobody
wanted to work with you. I have to admit, when I first noticed your change
in attitude I was skeptical. None of us were sure you could keep it up. But
you’ve proved to all of us—and probably to yourself—that you can be an
outstanding contributor when you put your mind to it. I’ll be recommend-
ing you for the next available promotion.”
Steven smiled. The storm was beginning to pass, and he was proud
he had charted his own course to safe harbor.

: TO ENGAGE OR NOT TO ENGAGE—WHO MAKES
THAT DECISION?

As Steven’s struggle reminds us, it’s the employee who makes the
decision to engage—or not. Even the best, most engaging leaders,
managers, and employers may not be able to inspire those who are not
ready and willing to be engaged. It may take a crisis in life or work for
the decision point to arrive, but ultimately each employee must choose
the path to engagement.
By devoting this book mainly to the six drivers that leaders and
managers can wield, we are in no way disregarding the employee’s
responsibility for doing his or her part to stay engaged. Employees
should never take away the message from any employee engagement