What separates an engaged employee from one who is not?
Gratitude
Commitment
Learning
Focus
Enjoyment
When people learn to get their primary feedback 
from the activity itself they then become involved 
with their hearts (passion) and minds (reason)
Focusing on the activity provides a sense of purpose, meaning,
 and accomplishment for everyone
A cycle of engagement continues, as with any performance, as 
the performer is re-engaged by the audience after engaging them
When frontline leaders understand how they themselves became engaged they are in a better position to help others with the learning experience 
Frontline leaders/managers are in a unique position to help everyone experience self-engagement!
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Graphic illustrates how involvement is foundational for engagement, where challenges (tasks) match skills (abilities)
In fact, unless one is getting feedback from their daily activities
 they will have difficulty keeping their heart and mind in their efforts.
How  Frontline Leaders can Engage  Everyone  Everyday
First understand...........
If ten people join the group today some will be engaged 
(involved with heart and mind), some not (may be involved only), and some will be actively disengaged (even if  unintentional)  
The largest self-centric experience which engages people 
is learning to get primary feedback from the daily 
activities themselves.  
The activities provide accomplishment,
purpose, and meaning.  These will provide pride, passion, and enthusiasm
Begin with focus on the activity which connects
the group with the beneficiaries of the group's efforts
In a business begin with the customer or in a classroom the
beneficiaries might well be the group members (students) 
themselves
As the focus on the activity continues the group members become engaged (involved with heart and mind) and then re-engaged through the benefits created by the group
Practice the focus to continue the engagement of all
stakeholders in the groups efforts.  This would include beneficiaries (customers), members (associates), supervisors, and other supporters
  
Group leaders benefit by leading a cycle of engagement where engaged employees engage customers and, in turn, are re-engaged by those same customers 
 
Practicing these 5 steps/actions (informally and 
formally) builds the following behaviors and resulting 
characteristics
Recipe for Group Engagement
Thank ---->  Appreciation/Recognition ---->  Gratitude
Invite ---->  Intentions ---->  Commitment
Ask (HAWD?) ---->  Reflection ---->  Learning
Feedback (Activity) ---->  Attention ---->  Focus
Share ---->  Connect ---->  Enjoyment
       
Types of groups would include business enterprise, civic, 
educational, government, church (religious), organizational,
family, professional, and political (special interest).  
The practice only requires a group with a stated purpose,or reason for being, and a defined set(s) of beneficiaries from the group's efforts.  Even if the beneficiaries and group members are one in the same as is often the case with educational groups
Frontline leader roles might be 'team leader', 'line manager', 'supervisor', 'instructor', 'teacher', 'captain',
or 'parent' 
Engage is defined simply as "involve with heart 
and mind"
This definition has two parts.  The foundation is 
"involve" where one must have the ability to accomplish the task or job which is being asked of them.  The second
part is having their "heart (passion) and mind (thought)" in their efforts everyday 
 
Most frontline leaders/managers are themselves engaged--a key reason for their promotion to their role.  They are often frustrated when others do not have their hearts and minds in group efforts. 
Frontline leaders can work with 
their group to participate in asking (verbal 
and non-verbal) the critical questions for "How are we doing?" -- invidually and collectively
Once leaders understand their own engagement (not 
taught in many ciriculums) they can then better help 
others learn to experience the exhilaration
Frontline leaders are any one who accepts being a leader, present or future, for any group of people
What does engagement look like?  
Engaged people must demonstrate some of each of the 
following five behaviors--appreciation, intentions, 
reflection, attention, and connections.  
Engaged employees can be seen engaging
customers and being re-engaged by 
those same customers
Making these a habit will move everyone 
towards full engagement
Propel Frontline Leaders

5-Steps for a Group Leader to Engage Everyone

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Free eBook for any Group Leader (present or future) to involve everyone with heart and mind.
http://sites.google.com/site/propelfrontlineleaders/
 
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There are two groups who are not engaged.  The actively disengaged who, even though it may not be intentional, 'doesn't get it'.  The other group is in the middle who follow instructions (do well on reviews)  and may be involved but do not consistently have their heart and mind in their daily activities.  This group will wait to be told or 'watch' colleagues and supervisors rather than customers.
Key is to first focus on they activity
The practice helps group leaders get everyone to focus
on daily activities which the group needs to execute to be successfull.  By making this a priority a common bond  is formed and relationships built which provide a sense of purpose, meaning, and accomplishment.
It is this sense of purpose, meaning, and accomplishment which 
brings the heart (passion) and mind (thought) into one's involvement (ability to perform tasks).  One experiences a cycle of engagement, just as with any performance, where by they engage another person and in turn become re-engaged by that person!
Book for organizations
to facilitate the practice and help group leaders guide it
Free eBook for any
group leader to involve everyone with heart and mind
http://tinyurl.com/p9ymay 
Frontline leaders/managers must often execute
daily activities and lead people simultaneously
Many of these leaders are themselves engaged, having been promoted for executing the activities with heart and mind.  They are least prepared for leading other people.
Frontline leaders become frustrated when others, even though they may be involved, do not have their hearts and minds in their daily efforts.
When leaders understand what engages them they can help
others move towards full engagement.  This experience will 
energize and bring everyone's passion into daily activities.
A big part of employee engagement is self-centric.  
People bring their past group experiences (engaging and not) to apply with their involvement (abilities and tasks)
A cycle of self-engagement will continue daily as 
engaged customers re-engage group members
Those who are not engaged miss the opportunity to feel good
about themselves both through their own efforts as well as
 meeting the needs of others
This creates 'hands on' and 'teaching' learning 
experiences, the two most effective, to transform everyone 
This process energizes and enthuses everyone
who is connected by it
By practicing the learning experience of having the 
primary feedback come from the daily activity 
itself, one can move towards full engagement
When people are engaged (involved with 
heart and mind) they will continue to exhibit a degree of each of the following five characteristics: Gratitude, Commitment, Learning, Focus and Enjoyment
The behaviors, which when demonstrated, continue these characteristics are respectively--appreciation, intentions, reflection, attention, and connection
When the practice of the activity itself providing feedback
becomes habit then one builds the ability to give 
themselves objective feedback and becomes 
fully engaged !

The cycle of engagement is the at the heart of the
 self-centric part of engagement.  One can bring engagement to all their groups 
'AHA' Moment
Frontline Leadership:  A Cycle of Engagement Manifesto
The contact point between your customers and your company is at the front door, at the front counter, on the frontline. And most of your frontline associates are very competent people who can do the work, but a warning that most companies fail to make the distinction between perfunctory performance and enthusiastic engagement. Here are tools for providing the right kind of motivating feedback to jumpstart a cycle of engagement between management, frontline employees and customers. 
Read or download this manifesto at:
http://www.changethis.com/32.05.FrontlineLeadership
Ask the critical questions (for the group to be successful) for "How are we doing?"
Learn More
Visit this website devoted to a better understanding of 
this unique and valuable practice:
http://tinyurl.com/mrkhnd
Read a Manifesto at ChangeThis.com about frontline leaders building
a cycle of engagement for everyone through daily operations: 
http://www.changethis.com/32.05.FrontlineLeadership
Free eBook especially created for any group leader (present or future
to involve everyone with heart and mind:
http://sites.google.com/site/propelfrontlineleaders/
A book or e-book for any organization to facilitate the practice to engage everyone.  Help frontline leaders
guide the process:
http://tinyURL.com/p9ymay
This is the 'how-to' implement the practice within any organization where you have at least a couple of levels of hierarchy.  A supervisor, director, superintendent, or middle manager can use this to facilitate and align team leaders/managers (Guides) with other departments, stakeholders, and senior management.  As well as provide direction.
Handbook to build the practice within your organization. A 5-step process, set of actions, for frontline leaders to engage everyone through daily operations/activities. Build a cycle of engagment for associates, customers, and partners alike.
Now more than at any other time in our memory, people are changing and seeking jobs (groups).  Making this an excellent opportunity for anyone to learn a recipe (skill set) to boost one's own confidence and help others learn to energize themselves by involving their hearts and minds in group activities.  Best of all the recipe (activity) can be practiced in any group whether education, civic, family, religious or enterprise.  It can be either an informal or formal process and can begin anywhere, unlike programs which must be top-down.
  
Take a 3-minute tour of the practice - 
http://screenjel.ly/KxQsDJgSMc8 
To move involvement past the basic ability to accomplish the task, the quote illustrates how when the activity itself provides feedback one becomes immersed in their efforts.
This seems counter intuitive to group leaders and line managers as most everyone has been conditioned from the time they begin their education to rely on the feedback of others to let them know their strengths and "How are we doing?"
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