Page 315 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

302B RE-ENGAGE

21. Is there anything you are good at in your leisure time
that you could do more of at work?
22. What was the best job you ever had and why?
23. Would you say you have responded positively to
changes in the work environment in the last year?
24. Who do you think has greater control over your career
progress, you or someone else?

Overcoming Habits of Mind and Behavior That Limit Your Engagement
Sometimes the obstacles to increased self-engagement are more deeply
embedded. The fact is, many people engage in self-sabotaging behav-
ior that their managers are ill-equipped to help them resolve.

Common Self-Limiting Beliefs or Mindsets
As we have emphasized in our discussion of senior leaders’ mindsets,
the thought is the father of the action. This holds true for all of us as
we face our daily challenges at work. Below we have listed just some of
the beliefs that can limit our effectiveness, grouped within the six en-
gagement drivers. There may, in fact, be certain circumstances where
employees may be justified in holding some of these beliefs. But as
you will see, all of the beliefs can be dysfunctional when they indi-
cate an overly cynical or naïve outlook, as the case may be. In either
case, the employee holding these beliefs may be seriously distorting
reality.

Self-limiting beliefs about senior leaders

: All senior leaders are dishonest.
: I cannot trust anyone in authority.
: Senior leaders are only motivated by greed and self-interest.
: Leaders are always right.
: Leaders are always honest.
: Leaders don’t care about employees. They only care about the
bottom line.