The Velvet Revolution at Work and The CEO: Chief Engagement Officer: 2-Volume Set

John Smythe, a founding partner of the Engage for Change consultancy, specialises in organisational communication and engagement. He was an organisational fellow with McKinsey, undertaking research into employee engagement, and has held senior public affairs posts for three American corporations: Occidental Oil, Bechtel Corporation and Marathon Oil. After leaving SmytheDorwardLambert in 2003, a consultancy acknowledged to be the thought leader in organisational communication, McKinsey and Company invited him to take a visiting organisational fellow role, undertaking research among sixty corporations and institutions in Europe and North America into current approaches in engaging leaders and employees in driving strategy and change. The research is available from Engage for Change. Earlier John was behind a start up in the same field called Wolff Olins/Smythe (1985-1989).

Contents: The Velvet Revolution at Work: Foreword; Introduction; Part 1: Velvet revolution at work - why now? Defining employee engagement; Introducing the primary levers and supporting enablers of engagement. Part 2 Strategy Delivered through People - Engagement Interventions the Deliver Fast Sustainable Results: Getting started and negotiating business outcomes; Your default approach to engagement: enabler or disabler?; Negotiating who should be engaged - the power of the peach; Designing and running engagement interventions that deliver fast commercial and cultural results; Sustaining the benefits of an engagement intervention; Creative dynamics that liberate breakthrough ideas. Part 3 Beyond the Intervention - the Engaged Organization: The evidence; Helping leaders at every level to engage their people - capability; Brand needs engaged employees to deliver customer promise; The impact of employee engagement on internal communication; Digital technology needs the right culture to be an enabler of engagement; Objections to employee engagement; Employee engagement: social movement or fleeting fad?; Index. The CEO: Part One The End of Employee Coercion, The Beginning of Employee Engagement: The CEO, the Chief Engagement Officer; What engaging people means; The four approaches to engaging your people; The irrationality of leaders in engaging their people in strategy and change; Why employee engagement matters - the missing half of decision making; Measuring employee satisfaction is a waste of time. Part Two Designing and Implementing Effective Employee Engagement: Understanding previous habits of engagement to accelerate change; Preparing to design an effective employee engagement intervention; Brief guide to the methods and approaches in employee engagement interventions; Engagement to drive implementation of strategy. Part Three Engagement as Part of the Culture: Implications for Effective Engagement for Leaders, Employees and Internal Advisers: Creating a climate of engagement: Implications for leaders and organisational communication; Employee engagement - a review of the literature, Johanna Fawkes; Index.