FUELING ENGAGEMENT IN TIMES OF CRISIS

Abstract

AbstractThe author describes the profound changes happening in today’s workplaces due to upheaval caused by the Covid‐19 pandemic. However, significant progress has been made in the field of relationship psychology that can inform leaders about new ways to manage employee engagement during and after times of crisis. The article expands on the idea that psychologists have developed a “self‐expansion model” that highlights the sources of engagement and underlying motivations that drive employees to fully commit to and identify with their organizations. The model has two principles: (1) At a fundamental level, people are motivated to increase their ability to achieve goals by acquiring new knowledge, developing new skills, obtaining new resources, and expanding their identity. (2) People use close relationships with others as a means to self‐expand, by incorporating others into their own sense of “self.”Two self‐expansion psychological tools are described: the Self‐Expansion Preference Scale, developed by Erin Hughes, Erica Slotter, and Gary Lewandowski; and a workplace self‐expansion tool developed by Kevin McIntyre, Brent Mattingly, Annie Simpson, and Gary Lewandowski. The author presents 10 actions that leaders can apply with their teams, including offering time off for self‐care, and making a habit of of compassionate listening.