4 Characteristics of Team Engagement

| November 14, 2017

Every company has issues. Good companies intentionally uncover those issues and work as a team to make the necessary corrections. Unfortunately, for a lot of us, we don’t ask for help. We justify our decisions, wanting to save time and energy, or maybe we just don’t trust anyone else to make the right decisions. We make a number of excuses, including:

  • “If I let others know we are struggling, they will begin to worry.”
  • “They wouldn’t understand. I’ll just make a couple of quick changes to buy some time.”
  • “Now just isn’t a good time. Everyone already has too much on their plate.”
  • “I’m the only one who knows how to fix this.”
  • “I can find time later.”

There is a better way! By solving our company problems as a team, we can:

  • Take timely, proactive steps to solving problems.
  • Generate more, high quality actionable ideas to identify and resolve our problems.
  • Help everyone understand the seriousness of the situation.
  • Create a greater sense of ownership throughout the company.
  • Empower teams and individuals to own the new action plan instead of receiving marching orders from the corner office based on the limited information and creativity of a few.
  • Surface all of our team’s best ideas and avoid the crippling effect of employee fear and cynicism.

Operating a company in this way fits well with the Christian imperative of building a thriving business as ministry. This approach embraces four vital truths that underpin the type of leadership that works best, especially in a difficult environment:


Being open involves two-way communication. It’s not enough just to communicate expectations and hand out task assignments. True openness involves leaders listening to those we lead and fostering a culture of free-flowing information and ideas. This includes ALL information. If we are willing to foster a true culture of openness without retaliation for thoughts or ideas, we begin to embrace the next characteristic.


It’s not enough to allow for two-way communication; we also need to respect those with which we communicate. Whether the free flow of communication leads to problems, ideas, or downward trends, we must respond in a way that encourages future communication.


High levels of trust lead to high levels of loyalty. Yes, things like money, benefits, and the right assignments help keep people on board, but true loyalty goes beyond working for a wage; it involves believing in the company’s mission and leadership.


When companies embody openness, trust, and loyalty, everyone begins thinking and behaving like owners. Employees will have a desire to find—and fix—company issues.

This article was originally published by C-12 at blog.c12group.com.  Republished by permission © 2017.  Learn more at www.c12group.com..


Category: Management